Describe three components of the fraud triangle and how each would relate to a franchise owner’s likelihood to defraud Robatelli’s Pizzeria.

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Review the Robatelli’s Pizzeria Case Study.

Considering the nature of the relationship between Robatelli’s Pizzeria home office and its franchise owners, the company may be quite vulnerable to theft or fraudulent financial reporting committed by these franchise owners.

In 700 to 1,050 words, discuss the following:

  • Describe three components of the fraud triangle and how each would relate to a franchise owner’s likelihood to defraud Robatelli’s Pizzeria.
  • Identify three types of fraud to which Robatelli’s Pizzeria may be susceptible.
  • Indicate whether the fraud is classified as management fraud, employee fraud, vendor fraud, customer fraud, or computer fraud for each.
  • Suggest an internal control that could be implemented to prevent or detect the potential fraud for each.
  • Design a 5- to 6-bulleted item code of ethics for Robatelli’s Pizzeria. You may find guidance by searching the Internet for examples.

In the Katavic and Butkovic (2016) reading, assess if the authors identified the internal strengths and weaknesses.

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Readings to help for part 1

(Retrieved from ProQuest Central database in the Touro library):

Katavic, M., & Butkovic, L. L. (2016). MBA knowledge transfer in construction. In 15th International Scientific Conference on Economic and Social Development – Human Resources Development (pp. 263-271). Varazdin, Coratia: Varazdin Development and Entrepreneurship Agency (VADEA).

Stakic, A. J., Zakic, K., & Jurcic, A. (2015). The process of internalization in higher education and its impact on efficiency of working force. In 11th International Scientific Conference on Economic and Social Development – Building Resilient Society (pp. 186-194). Varazdin, Croatia: Varazdin Development and Entrepreneurship Agency (VADEA). Retrieved from the Presentations section of the course under Module 2

Required videos:

Riley, J. (2015, June 3). Topic briefing – Porter’s five forces model of industry competition [Video file]. Retrieved from https://www.youtube.com/watch?v=cm9SsMa56r4 (21:32)

Riley, J. (2016, May 25). PESTLE analysis [Video file]. Retrieved from https://www.youtube.com/watch?v=sP2sDw5waEU (8:42)

Part 1

  1. In the Katavic and Butkovic (2016) reading, assess if the authors identified the internal strengths and weaknesses.

Properly cite your source(s)

  1. According to Stakic, Zakic, and Jurcic (2015), how  can the John Naisbitt University convert their (a) weaknesses into strengths, and (b) threats into opportunities?
Reading and Background Material for part 2
 Required Readings (Retrieved from ProQuest Central database in the Touro library):

Gill, A. (2016). Floundering in a deregulated market: an energy company seeks new strategies. Journal of Business Strategy, 37(2), 27-35.

Synthesis writing:

Dowell, J. A. (n.d.). Introduction to synthesis. Retrieved from https://msu.edu/~jdowell/135/Synthesis.html#anchor48017

Clarke, L. W. (2011, September 11). Writing an article synthesis. Retrieved from https://www.youtube.com/watch?time_continue=33&v=PqJ6lQimP3k (6:18)

Required videos:

Olsen, E. (2016, September 19). How to perform a SWOT analysis [Video file]. Retrieved from https://www.youtube.com/watch?v=I_6AVRGLXGA (7:02)

Riley, J. (2016, May 25). SWOT analysis [Video file]. Retrieved from https://www.youtube.com/watch?v=7JmDXDZYx0s (8:27)

 

 

Using a formal systems diagramming approach, analyze Baria’s performance and develop a robust “effect-cause-effect logic” tree diagram using the 5-Whys tool, as in Part One.

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SP004 Directions

Read the scenario as well as the Introduction and Chapter 1 of the Meadows text, the Cathon article on the Learning Organization, the Zemke article on Systems Thinking, and the other material required, and then respond to the prompts that follow.

Scenario

As an expert in systems analysis, you’ve received an e-mail from the chief financial officer (CFO) of XYZ Manufacturers to discuss a potential consulting project. The CFO is vaguely familiar with the concept of systems thinking but isn’t sure it could be successfully applied to her fast-paced, global business.

  • Based on your knowledge of systems thinking and the learning organization, reply to the CFO’s enquiry by explaining at least three challenges of managing complex organizations and how and why effective systems thinking can help improve their performance. Support your response and reasoning with explicit and appropriate references to the readings and with at least two other theoretical frameworks or academic references about systems thinking and practice. (2 -3 paragraphs)
  • Having learned about systems thinking and the learning organization, and reviewed at least one other theoretical framework or academic reference about general systems thinking and practice, give at least two examples, from your experiences in organizations, in which the application of systems thinking could have helped the organization become more effective. Be clear in explaining which specific principles and concepts from systems thinking could have helped in the examples you choose, and explain how and why. (4 – 5 paragraphs)

Part II: Gap Analysis Using the 5-Whys

Read the “Opportunity Consultants, Inc., Case Study” and then respond to the following prompts:

  • Using a systems approach, analyze the performance of Opportunity Consultants, Inc. and develop a case-specific “effect-cause-effect logic” tree diagram using the 5-Whys analytic tool. See the Rubric for details on what this diagram should contain.
  • Write a summary description of your diagram with specific recommendations for improving the club’s performance that are linked to your diagram analysis. (1–2 pages)

Part III: Gap Analysis With Causal Loop Modeling

Read the “Baria Planning Solutions Case Study” and “Facilitating Systemic Thinking in Business Classes” documents, and then respond to the following prompts:

  • Using a formal systems diagramming approach, analyze Baria’s performance and develop a robust “effect-cause-effect logic” tree diagram using the 5-Whys tool, as in Part One.
  • Create an appropriate, simple causal loop diagram (CLD) that incorporates relevant and logical feedback loops to capture the fundamental system behaviors, outcomes, and causes in the “Baria Planning Solutions Case Study.” See the Rubric for details on what this diagram should contain.
  • Write a summary description, including specific recommendations, that links directly to your 5-Whys and CLD analyses for improving Baria’s sales support operations and organization as a whole. (1–2 pages)

Part IV: Robust Causal Loop Modeling

Read the “Bayonne Packaging, Inc., Case Study” and “The System Archetypes” documents, and then respond to the following prompts:

  • Using a formal systems diagramming approach, analyze Bayonne’s organizational performance and develop a robust “effect-cause-effect logic” tree diagram using the 5-Whys tool, as in Part One.
  • Create a robust causal loop diagram (CLD) that incorporates appropriate causal loop logic in the analysis and that also identifies common system archetype patterns within the diagram. This diagram should describe fundamental system behaviors and outcomes.
  • Write a summary description, including specific recommendations, that links directly to your CLD analysis (which includes embedded archetype relationships) for improving the packaging company’s operations and the organization as a whole. (1–2 pages)

What will be involved in getting your product from country of production to country of sale?

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Instructor Notes;

You provided some good info on why you selected McDonald’s and the Nigerian market. You did not have any headings or subheadings to identify some of the other parts of the final paper that are required. Eg. Strategy you will employ to launch your product.

• Organizational structure you select to support the launch. o Within the organizational structure you choose, explain how you will handle management, marketing, operations, finance, internal controls, etc…

• Sales and marketing aspects • Logistics aspects o What will be involved in getting your product from country of production to country of sale?

• Financial management considerations of the launch, etc. You should also discuss the different business environments that will need to be considered with a launch in Nigeria. Eg. Political, Fiscal, Cultural, etc.

 

Describe or critique current corporate strategy issues within the organization and present valuable solutions that could resolve the issues.

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Corporate Strategy

Write about a corporate strategy of an organization (could be one you are part of). Describe or critique current corporate strategy issues within the organization and present valuable solutions that could resolve the issues. The desired outcome, from your proposed solution to the corporate strategy issues, should fit into the organization’s corporate goals and objective.

A brief half page about what you want to write about is required to be submitted to the professor for approval before starting on the paper. Final paper should be 10 – 15 pages.

Paper focus on lessons from class and textbook.

Course Textbooks
Joan Magretta. Understanding Michael Porter. Boston: Harvard Business Review Press, 2012

Richard P. Rumelt, Good Strategy Bad Strategy. New York: Crown Business, 2011

In your judgment, does inward investment by Telefonica benefit a host nation? Explain your reasoning.

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Main Objective of the assessment

Task 1. Group Presentation:

This task is designed to enhance your engagement with the module material and develop your ability to search, explain, and critically evaluate relevant theories, and work in teams.

The table below demonstrates how task 1 contributes to the assessment of the modules learning outcomes.

Description of the Assessment

 

Task 1 Group Presentation (30% of total marks)

Required

Work in groups of max4 to address questions of ONE of the case studies below, prepare PowerPoint slides and present for max 10 minutes in class.

Guidance

This task will help you enhance your engagement with the module material and provide an opportunity to demonstrate your verbal communication skills and your understanding of current issues in global business and investment through a well-structured, rational argument, supported by evidence.

A short Power Point presentation must be used to support your presentation. Marks will be allocated on individual basis based both on student’s performance during the presentation and each individual’s contribution to the group presentation. Please see assessment criteria below.

CASE STUDY 1: Spain’s Telefonica

Established in the 1920s, Spain’s Telefonica was a typical state-owned national telecommunications monopoly until the 1990s. Then the Spanish government privatized the company and deregulated the Spanish telecommunications market. What followed was a sharp reduction in the workforce, rapid adoption of new technology, and focus on driving up profits and shareholder value.  In this new era, Telefonica was looking for growth. Its search first took it to Latin America. There, too, a wave of deregulation and privatization was sweeping across the region. For Telefonica, Latin America seemed to be the perfect fit. Much of the region shared a common language and had deep cultural and historical ties to Spain. Also, after decades of slow growth, Latin American markets were growing rapidly, increasing the adoption rate and usage not just of traditional fixed line telecommunications services, but also of mobile phones and Internet connections.

Having already learned to transform itself from a state-owned enterprise into an efficient and effective competitor, Telefonica believed it could do the same for companies it acquired in Latin America, many of which were once part of state-owned telecommunications monopolies. In the late 1990s, Telefonica invested some $11 billion in Latin America, acquiring companies throughout the region. Its largest investments were reserved for Brazil, the biggest market in the region, where it spent some $6 billion to purchase several companies, including the largest fixed line operator in São Paulo, the leading mobile phone operator in Rio de Janeiro, and the principal carrier in the state of Rio Grande do Sul. In Argentina, it acquired 51 percent of the southern region’s monopoly provider, a franchise that included the lucrative financial district of Buenos Aires. In Chile, it became the leading shareholder in the former state-owned monopoly, and so on. Indeed, by the early 2000s Telefonica was the No. 1 or 2 player in almost every Latin American country, had a continent-wide market share of about 40 percent, and was generating 18 percent of its revenues from the region.

Still, for all of its investment, Telefonica has not had it all its own way in Latin America. Other companies could also see the growth opportunities, and several foreign telecommunications enterprises entered Latin America’s newly opened markets. In the fast-growing mobile segment, America Movil, controlled by the Mexican billionaire Carlos Slim, emerged as a strong challenger. By 2008, the Mexican company had 182 million wireless sub-scribers across Latin America, compared to Telefonica’s 123 million, and intense price competition between the two companies was emerging.

With the die already cast in Latin America by the mid-2000s, Telefonica turned its attention to neighboring countries in Europe. For years, there had been a tacit agreement between national telecommunications companies that they would not invade each other’s markets. In 2005 this started to break down when France Telecom entered Spain, purchasing Amena, the country’s second-largest mobile carrier behind Telefonica. Telefonica moved quickly to make its own European acquisition, acquiring Britain’s major mobile phone operator, O2, for $31.4 billion. O2 already had significant operations in Germany as well as the United Kingdom. The acquisition transformed Telefonica into the second-largest mobile phone operator in the world, measured by customers, behind China Mobile.

Case Discussion Questions

  1. What changes in the political and economic environment allowed Telefonica to start expanding globally?
  2. Why did Telefonica initially focus on Latin America? Why was it slower to expand in Europe, even though Spain is a member of the European Union?
  3. Telefonica has used acquisitions, rather than greenfield ventures, as its entry strategy. Why do you think this has been the case? What are the potential risks associated with this entry strategy?
  4. In your judgment, does inward investment by Telefonica benefit a host nation? Explain your reasoning.

CASE STUDY 2: The emerging Turkish economy

Turkey is strategically located between the two continents of Asia and Europe with control over the entrance to the Black Sea. It shares borders with, among others, Syria, Iraq, and Iran on the Asian side, and Greece and Bulgaria on the European side.

It is a predominantly Muslim (Sunni) country with a population of 77.3 million people. Over 42 per cent are below the age of 24. Most are Turkish, but there is a sizeable, about 18 per cent, Kurdish population in the southeast of the country. There has been a long-running dispute between the Kurds and the Turkish state that, over the years, has cost many lives. A ceasefire was agreed as recently as 2013.

Modern Turkey was founded in 1923 under the leadership of Mustafa Kemal, who later became President Ataturk (leader of the Turks). He died in 1938 and since then Turkey has become a democracy, but the army has always been a powerful presence and has used its powers to oust governments, in 1960, 1971, and 1980. In 2002, the Justice and Development  Party (AKR),under the leadership of Tayyip Erdogan, came to power. It was the first time that a single party had won sufficient votes to form a government. He has been prime minister ever since, winning two more general elections. In 2014, he was elected as president of Turkey.

Under Erdogan’s rule, millions have been lifted out of poverty, which some say accounts for the popularity of somebody who has become increasingly autocratic. Turkey, the ‘T’ in CIVETS, has undergone an economic transformation since 2002 with average per capita incomes almost trebling from SUS3,500 in 2002 to SUS9,920 (SUS15,767 PPP) in 2014. In this time, the economy has averaged growth of 6 per cent per annum; although growth dipped in the global recession, it bounced back in 2010-11 to around 9 per cent. It has a GDP of SUS767 billion, making it the seventeenth largest economy in the word. The World Bank classes Turkey as middle income with a large and growing middle class. Turkey has climbed the rankings in the WEF competitiveness index from fifty-ninth in 2006 to forty-fourth place in 2014. It could climb further if it was able to address weaknesses in the labour market such as restrictive labour regulations, an inadequately trained workforce as well as a low attraction to foreign talent, and a very low ration of women to men in the labour force, where it ranks one hundred and thirty-fourth.

Turkey has undergone a privatization programme that has reduced state involvement in the economy considerably and created a new wave of export-oriented entrepreneurs, known as the ‘Anatolian tigers’. Agriculture is an important element of the Turkish economy and still employs 25 per cent of the workforce, although it accounts for only 9 per cent of output. Corresponding figures for industry are 26 per cent and 27 per cent, and for services, 48 per cent and 64 per cent. It is a world leader in the production of dried figs, hazelnuts, sultanas/raisins, and apricots. Tobacco, cotton, grain, and olives are other important crops. The top industries are textiles, food processing, automobiles, electronics, mining, and steel and these have now overtaken textiles in Turkey’s export mix. Encouraged by Turkey’s growth, FDI into the country has boomed from just over SUS1 billion in 2002 to, at its peak in 2007, SUS22 billion. By this date there were over 32,000 foreign firms operating in the Turkish economy.

Turkey has been a part of the EU customs union since 1995 and a candidate to join the EU since 1999, but its membership has been hotly contested. One of the major obstacles is the disputed territory of Northern Cyprus that the EU sees as occupied territory (by Turkey) of one of its member states. Another factor is the threat to democracy many see from an increasingly authoritarian prime minister whose suppression of the freedom of speech has drawn criticism from allies in the US and Europe.

In 2013, protests were put down violently by the authorities. The government has also faced corruption charges, has censored the Internet, jailed many journalists, and banned Twitter and YouTube. The economy is now not nearly as healthy as it was. Economic growth slowed to 2.2 per cent in 2012 and predictions by the IMF for the next few years are around 3 per cent. Inflation is above 7 per cent and unemployment above 10 per cent. The current account deficit is financed by bonds and loans and growth is fuelled mainly by domestic demand based on credit growth. It is open to question how sustainable is Turkey’s economic progress.

 

Case Discussion Questions

  1. Explain the attraction of the Turkish economy as an investment location
  2. What risks would be faced in setting up business in Turkey?
  3. Undertake a country assessment of Turkey for firms in ONE of the following sectors:
  4. Management training
  5. ICT
  6. Renewable energy
  7. Defence technology

Submission Instructions

Task 1: Group presentation

Group presentation’ slides must be submitted electronically via the University’s Blackboard Learn system. The required file format for task 1 is any of the recent versions of Microsoft PowerPoint with your name on the slides you have prepared. All group members should submit.

PG grades and grade point bands [Senate Regulation 3 (2013 starters onwards)] are:

A++ (17), A+ (16), A (15), A- (14), B+ (13), B (12), B- (11), C+ (10), C (9), C- (8), D+ (7), D (6), D- (5), E+ (4), E (3), E- (2), F (1)

Assessment and feedback criteria for Task 1

ASSESSMENT OF Task 1  Group number: 
MG5606 Global Business and Investments

 

 Module Leader:

 

 DATE OF Task 1:

Start Time:                              Finish Time:
STUDENT NAME STUDENT NUMBER
   
   
   
   
   
Assessment criteria  
Presentation skills  (5% )

Speed, eye contact, audibility, tone, confident with material, etc

 A   B    C   D    E    F

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Structure of presentation (5%)

Easy to follow, provides headings, each section relates to overall purpose, accurate, relevant content/argument

 A   B    C   D    E    F

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Breadth of reading beyond recommended readings (10%)

Excellent and well used relevant research and data (not enough just to have a good list of references, must use them)

 A   B    C   D    E    F

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Quality of application of taught concepts (10%)

Coverage of a range of relevant theories. Analysis of the question demonstrating independence of thought with well-argued points.  Conclusions flow logically from the analysis

 A   B    C   D    E    F

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Comments

 

 

 
 
Module Leader:

     Name …

     Signature ……………………………………

 Second marker:

     Name ……………………………………..

     Signature ……………………………………

 

 

 

 

Academic Misconduct, Plagiarism and Collusion

Any coursework or examined submission for assessment where plagiarism, collusion or any form of cheating is suspected will be dealt with according to the University processes which are detailed in Senate Regulation 6.

 

You can access information about plagiarism here.

 

The University regulations on plagiarism apply to published as well as unpublished work, collusion and the plagiarism of the work of other students.

Please ensure that you fully understand what constitutes plagiarism before you submit your work.

Late Coursework

Please refer to the College’s Student Handbook for information on submitting late, penalties applied and procedures in the case of extenuating circumstances.

Compare their strategies at each level and evaluate which company you think is most likely to be successful in the long term.

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Overview
In this assignment, you are to use the same corporation you selected and focused on for Assignment 1: Strategic Management and Strategic Competitiveness and Assignment 2: External and Internal Environments.

Research the company on its own website, the public filings on the Securities and Exchange Commission EDGAR database, the University’s online databases, the Nexis Uni database, and any other sources you can find. The annual report will often provide insights that can help address some of these questions.

Requirements
Write a six- to eight-page paper in which you do the following:
Analyze the business-level strategies for the corporation you chose to determine the business-level strategy you think is most important to the long-term success of the firm and whether or not you judge this to be a good choice. Justify your opinion.
Analyze the corporate-level strategies for the corporation you chose to determine the corporate-level strategy you think is most important to the long-term success of the firm and whether or not you judge this to be a good choice. Justify your opinion.
Analyze the competitive environment to determine the corporation’s most significant competitor. Compare their strategies at each level and evaluate which company you think is most likely to be successful in the long term. Justify your choice.
Determine whether your choice from Question 3 would differ in slow-cycle and fast-cycle markets.
Use at least three quality references. Note: Wikipedia and other websites do not quality as academic resources

Describe at least three (3) key milestones and /or deliverables for your project.Describe a high-level timeline that includes key tasks and deadlines.

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READ INSTRUCTIONS CAREFULLY. I HAVE PROVIDED THE NOTATION FEEDBACK FROM THE PROFESSOR. IF YOU HAVE QUESTIONS PLEASE CONTACT ME.
Your Project Sponsor has reviewed your project proposal and has asked that you make some changes to it.
Instructions:
In Assignment 2, you will provide a four to six (4-6) page paper, in which you must:
1. Provide a summary of your project.
2. Update the goals and objectives based upon his feedback as well as add two more goals & objectives. NOTE: Use your professor’s feedback to update your goals & objectives.
3. Describe at least three (3) key milestones and /or deliverables for your project.
4. Describe a high-level timeline that includes key tasks and deadlines.
5. Estimate the project’s overall cost and any key staffing and non-staffing resources needed.

What is the projected market impact of this acquisition? Does it reduce competition? Why/why not?

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Focus is on Amazon merging with Walgreens so that Amazon can use its quick shipping methods to deliver prescriptions and Amazon using Walgreens locations for AmazonGo and other services where physical location is needed.
1. If your chosen firm is diversified, do the evaluation of your firm’s diversification strategy (see chapter 8 in the textbook). If your chosen firm is a single business, conduct a careful analysis of its industry including trends and the analysis of competitive forces (see chapter 3 in the textbook).
2. Suggest the target for acquisition. Explain why it is a good target for acquisition. Use ideas from chapters 6, 7, and 8. In particular, discuss the following:
a. If the acquisition target is a single/dominant business, please analyze its industry and its position in the industry. Use the industry analysis from Chapter 3 and the Boston Consulting Group’s matrix analysis. See links to explanations of the BCG matrix below.
b. Will it be a related acquisition? If yes, is it vertical or horizontal or something else? Why?
c. Will this acquisition result in economies of scale or economies of scope? Why/why not? If it is not projected to create economies of scale or scope, why are you suggesting this acquisition?
d. What is the projected market impact of this acquisition? Does it reduce competition? Why/why not?
e. Does the target possess any technologies that your firm needs? Which ones? Why does your firm need those technologies? Can it acquire those technologies separately from the whole target? Can your focal firm license those technologies instead? What is the projected impact of those alternative modes of action? Does an acquisition still make sense after this analysis? If not, why are you proposing it?
f. Does the target have access to any key markets, distribution channels, suppliers, or government officials?
g. Would an alliance or a joint venture be a better option? Read the article “When to ally and when to acquire” for ideas that will help you decide (available on Blackboard). Also consult chapter 6 from your textbook (the part on alliances).

Assess the company’s organizational structure, the organizational culture, marketing production, operations, finance and accounting, and R&D that can be accomplished by viewing the company’s website, interviews, and surveys.

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Perform an analysis on:
Business-level strategies.
Evaluate the company’s product line, target market.
Identify and explain business-level strategies.
Functional-level strategies.
Assess the company’s organizational structure, the organizational culture, marketing production, operations, finance and accounting, and R&D that can be accomplished by viewing the company’s website, interviews, and surveys.
Explain how these strategies align with the company’s vision and mission statements.