Mr. Tuxedo Process

It aims in its stores, to achieve the highest standards of cleanliness and hygiene, efficiency of operation, convenience and customer service, and thereby create as attractive and friendly a shopping

ii. The store managers would also constantly call to check on the delivery status of merchandise, as a result of which the staff had to follow up the orders with suppliers and transportation service providers.

A store like Nordstrom has built a successful model on availability of knowledgeable salespeople, and other luxury or near-luxury retailers would be advised to pay attention. But a mass retailer like Target is not dependent on “high touch” customer service; rather, the most important things it can do to satisfy its shoppers are to ensure that goods are on the shelf and the checkout process is efficient. As more consumers migrate to

The new owner of a beauty shop is trying to decide whether to hire one, two, or three beauticians. She estimates that profits next year (in thousands of dollars) will vary with demand for her services and has estimated demand in three categories low, medium and high.

There are several things that our group would have done differently given a second time to run the simulation. First, we would have focused our attention and resources on segments A and D. These were the two segments we felt were our target customers based on their feedback and purchasing history. These two segments made up no less than 71% of our total number of purchases each quarter. Throughout the simulation we continued to allocate some, albeit small, amount of resources to the other segments. Particularly segment C, which ended up being “very satisfied” from a customer satisfaction standpoint during the last 10 quarters of the simulation. Comparatively, segment D was “satisfied” during this same period. We believe if we could have gotten segment D’s rating to change to “very satisfied”, this would have translated into more

For instance, over a period of time the inter-arrival rates had a consistent trend overall but the service times for each customer did not follow the same consistency. The data collected showed transactions involving returns occupied more time, usually in the range of 1.5 to 2 minutes and sometimes more. Transactions that were less than 1.5 to 2 minutes were purchases-only. The environment of the checkout area was taken into consideration. The setup of products in the designated waiting area is a positive way to distract customers from actual waiting time. This arrangement also maximizes store profits as patrons are tempted to make impulse purchases. This was the immediate inherent explanation as to why only one check-out/returns line is used. Although there is a designated waiting area, if service times are slower than the arrival rate, the queue extends past the designated waiting line and blocks merchandise intended to be viewed by customers not in the queue. Blocking off merchandise and the visual image of a line extending past the designated area negatively impact the experience of a customer and the decision to wait in line. The loss of a customer is associated with a cost to Winners. Therefore, for every customer that leaves the system before they have been serviced represents a cost to store management in addition to operating and waiting costs. For this report, only the

They need to continue their efforts to build relationships with their customers and with their employees. Their employees truly are they key to their success because they interact with the consumers daily and help set the vibe for the store.

Big Tex wants his new manager (the same one mentioned in part d. above) to oversee a proposed hotel gift shop. The small gift shop will increase his ADR by 1%, his variable costs by 5 %, and his fixed costs by $24,000.

* To have the confidence of the information that should be given to customers, advice them and offer a better customer service.

-To operate this business model, the store managers should have the access to accurate and updated sales and inventory data for them to decide what to order and what not to order. In addition, they should know the availability of the products they would like to order eg. by having access to the inventory level of other stores.

By the company reaching out to customers and working with them on how to repay the item purchase it generates a professional environment while still maintaining essentials of running a business.

No. of employees * (0.10 * Selling Price * Volume of sales) = $100000 + No. of employees * ($25000 + 0.05 * Selling Price * Volume of Sales)

Colin's unemployment status has caused him to consider opening up his own business. His dilemma is deciding where to locate his business; either at Great Eastern Building downtown or Exploits Valley in the mall. Due to him being unemployed, Colin needs to begin earning an income to live. To do so he needs to improve his projected sales so that his net income would be sufficient to live on and to be able to pay back Ed's investment in the business.

Excellent customer service is a way to set the organization apart from its competitors. Differentiation can be achieved through fast and correct execution of product ordering. To improve on the order process it is important to have the correct information provided in a timely fashion to all divisions. For integration to be successful information must be available throughout the entire supply chain.

Assume you have been hired as a managing consultant by a company to offer some advice that will help it make a decision as to whether it should shut down completely or continue its operations. It currently uses 100 workers to produce 6,000 units of output per month (working 20 days / month). The daily wage (per worker) is $70, and the price of the firm's output is $32. The cost of other variable inputs is $2,000 per day. It also tells us that the firm's fixed cost is “high enough” so that the firm's total costs exceed its total revenue. The marginal cost of the last unit is $30.