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Applying Collaboration and eCommerce Techniques to Solve Business Problems

***the three reference to use are,
Starbucks celebrates five-year anniversary of my starbucks idea. (2013, Mar 29). Business Wire Retrieved from

http://search.proquest.com/docview/1321356704?accountid=458

Pay Someone to do your Essay

Bush, M. (2008). Starbucks gets web 2.0 religion, but can it convert nonbelievers? Advertising Age, 79(12), 1-1,28. Retrieved from

http://search.proquest.com/docview/208370056?accountid=458

Laudon, K. C., Laudon, J. P. (01/2014). Essentials of MIS, 11th Edition [VitalSource Bookshelf version]. Retrieved from

https://bookshelf.vitalsource.com/books/9781323132821***
Analyze IT collaboration technology and eCommerce techniques that can be applied to my project changing Starbucks present legacy framework to an

iCloud base system.

Create a Microsoft® Word analysis of 825 words that includes the following:
Outline which type of collaboration technology you recommend for changing Starbucks present legacy framework to an iCloud base systemy and how it

will be implemented. Your goal is to enhance an internal (employee) or external (customer) facing business experience in a way that will increase or

facilitate business.
Describe available eCommerce techniques and your technique selection to be applied to your project.
Cite a minimum of 3 peer-reviewed references from the University of Phoenix Library.
Format consistent with APA guidelines.

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Report Information from ProQuest
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Table of contents
1. Starbucks gets Web 2.0 religion, but can it convert nonbelievers?
Bibliography
Document 1 of 1
Starbucks gets Web 2.0 religion, but can it convert nonbelievers?
Author: Bush, Michael
ProQuest document link
Abstract:
Last week at its annual meeting Starbucks announced the launch of My Starbucks Idea, a social network where consumers can post ideas for how the

company can improve its service and products or comment and vote on others’ ideas. Consumers will be kept up to speed on what Starbucks is doing

with the proposed suggestions on a new blog, Ideas in Action. John Moore, a former Starbucks marketer, said this experiment will be interesting to

watch because Starbucks has never really listened to online conversations, a charge Starbucks denies.
Full text:
HOW MANY WAYS can its legion of latte-sipping loafers ask for free Wi-Fi? Starbucks is finding out.
Last week at its annual meeting, Starbucks announced the launch of My Starbucks Idea, a social network where consumers can post ideas for how the

company can improve its service and products or comment and vote on others’ ideas. Voting will be tallied online, with each idea assigned a point

value. Consumers will be kept up to speed on what Starbucks is doing with the proposed suggestions on a new blog, Ideas in Action.
Though the program sounds like a smart Web 2.0 move, it has already drawn a dart or two from observers of the company, and is likely to reignite

debate over whether brandcreated blogs or social networks are a smart attempt to empower consumers or a cynical attempt to advocate for the company.
Jim Romenesko, keeper of the Starbucks Gossip blog, said, “It looks to me that it’s very repetitious. How many times do you want to read about

people suggesting free Wi-Fi?”
Of course, Mr. Romenesko has something to lose here as the reigning champion of Starbucks Hogging. But in terms of the repetition on the site, he

has a point. Nearly every other posting was an “idea” for more free drinks, which probably isn’t what Starbucks, which has been on a topdown mission

to get back some of its customer-service mojo, had in mind. But it’s not just clamoring for gratis internet connection and mochaccinos that’s

leading to criticism. Starbucks, after all, is something of a late convert to the customer-listening game, and there’s some indication that it

hasn’t been paying as much attention as it should have.
John Moore, a former Starbucks marketer, said this experiment will be interesting to watch because Starbucks has never really listened to online

conversations, a charge Starbucks denies.
This sort of online listening post worked for Dell, whose IdeaStorm website resulted in a few concrete product developments and, in turn, helped to

turn some of the computermaker’s fiercest critics. One of them, Jeff Jarvis, went from a state of high dudgeon on his blog to praise the company in

Business Week.
However, the coffee chain, which made a PR splash when it recently closed down its stores to retrain its baristas, isn’t getting the same sort of

raves. New York magazine, which called the network “the biggest and possibly worst idea” that came out of the company’s annual meeting, said, after

checking it out, that it resembled “a virtual suggestion box.”
Starbucks Director of Digital Strategy Alexandra Wheeler disagreed in an e-mail response to questions. “This site allows users to engage in other

people’s ideas and vote those that they like to the top,” she wrote. “Also, if you think about it, for years, Starbucks stores have served as the

center of vibrant communities, welcoming customers and encouraging creativity and dialogue.”
Then there’s the other side.
“It’s simply a corporate propaganda site,” Mr. Romenesko wrote on starbucksgossip.com, the site he launched three years ago to bring the

barista/customer conversations “taking place in the stores to die web.”
Speaking to Ad Age from a Starbucks, Mr. Romenesko said die company has been monitoring his site for years and mat it launched My Starbucks Idea

because it was growing tired of reading all die negative comments posted on his site. He guesstimates that 75% of the people on his site are

Starbucks employees and the remaining 25% are consumers.
On brandautopsy.com, Mr. Moore’s blog, one visitor commented: “I see no fun whatsoever in me initial rollout of this, and that’s what they needed.

… A blog post from CEO Howard Schulte snowing how ‘fun’ the concept will be. … Right now, it’s just a big Mission Review/Customer Comment tank

of the same ideas over and over again.”
Jim Nail, chief strategy and marketing officer for TNS Media Intelligence/Cymfony, called it an “excellent idea” for Starbucks. “It’s a natural

extension of their brand. And if they play their cards right they can open channels of communication to their detractors and by listening and

responding … dramatically change the tenor of those conversations.”
AuthorAffiliation
By MICHAEL BUSH
mbush@adage.com
Subject: Coffeehouses; Social networks; Customer services; Weblogs
Location: United States–US
Company / organization: Name: Starbucks Corp; NAICS: 722213
Classification: 2400: Public relations; 5250: Telecommunications systems & Internet communications; 9000: Short article; 9190: United States; 8380:

Hotels & restaurants
Publication title: Advertising Age
Volume: 79
Issue: 12
Pages: 1,28
Number of pages: 2
Publication year: 2008
Publication date: Mar 24, 2008
Publisher: Crain Communications, Incorporated
Place of publication: Chicago
Country of publication: United States
Publication subject: Advertising And Public Relations, Business And Economics–Marketing And Purchasing
ISSN: 00018899
CODEN: ADVAAQ
Source type: Trade Journals
Language of publication: English
Document type: News
ProQuest document ID: 208370056
Document URL: http://search.proquest.com/docview/208370056?accountid=458
Copyright: Copyright Crain Communications, Incorporated Mar 24, 2008
Last updated: 2011-07-20
Database: ProQuest Central
Bibliography
Citation style: APA6

Bush, M. (2008). Starbucks gets web 2.0 religion, but can it convert nonbelievers? Advertising Age, 79(12), 1-1,28. Retrieved from

http://search.proquest.com/docview/208370056?accountid=458
Contact ProQuest
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Table of contents
1. Starbucks Celebrates Five-Year Anniversary of My Starbucks Idea
Bibliography
Document 1 of 1
Starbucks Celebrates Five-Year Anniversary of My Starbucks Idea
ProQuest document link
Abstract:
Consumers helped introduce new flavors, including skinny beverages, Mocha Coconut Frappuccino Blended Beverages(TM) (Idea #144), Hazelnut Macchiato

(Idea #275) and Starbucks VIA(R) Pumpkin Spice Flavored Coffee (Idea #233) —
Full text:
MyStarbucksIdea.com has welcomed more than 150,000 ideas from customers, leading to the implementation of 277 new innovations for Starbucks
Starbucks
Linda Mills, +1-206-318-7100
press@starbucks.com
Today, consumers can walk into a Starbucks to order a “skinny” beverage, receive digital rewards for using their Starbucks Card and enjoy the free

Wi-Fi. These innovations, and hundreds more, have enhanced the Starbucks experience because of customer ideas shared on MyStarbucksIdea.com.
This month, Starbucks celebrates a five-year milestone of innovation on MyStarbucksIdea.com, an online community for people to share, vote, discuss

and put into action ideas on how to enhance the Starbucks experience. The site was founded to create an open dialogue and collaborative environment

with consumers to share their thoughts and ideas and allow them to play a vital role in how they interact with Starbucks, both in and out of stores.

Here are just a few ways consumers have enhanced the Starbucks experience through My Starbucks Idea:
— Splash sticks have kept clothes cleaner for the past five years (Idea #1)
— There are more than 3 million mobile payment transactions per week in Starbucks US stores – including quite a few happening in drive thru

locations (Idea #202)
— Consumers helped introduce new flavors, including skinny beverages, Mocha Coconut Frappuccino Blended Beverages(TM) (Idea #144), Hazelnut

Macchiato (Idea #275) and Starbucks VIA(R) Pumpkin Spice Flavored Coffee (Idea #233)
— More than 5.8 million cake pop treats enjoyed each year, thanks to customers sharing ideas for smaller sized treats in Starbucks stores (Idea

#128)
“For five years, our passionate customers and partners have been sharing their ideas with us on My Starbucks Idea, and we have listened and acted

upon many amazing innovations that we have received from this online community,” said Alex Wheeler, vice president of global digital marketing for

Starbucks. “From digital rewards to new coffee flavors to the little extras, like splash sticks, that make your day easier, our customers have

incredible ideas that we can bring to life in stores worldwide. We don’t know what the next big idea from our customers may be, but we’re thrilled

to keeping listening, engaging and making adjustments to improve the Starbucks experience for fans everywhere.”
This is just a snapshot of the 150,000 consumer ideas submitted. Check out our infographic and visit www.mystarbucksidea.com to submit your own

idea.
Illustration
Caption: MyStarbucksIdea has launched 277 ideas from customers, and is celebrating its five-year anniversary this month. (Graphic: Business Wire)
Subject: Restaurants; Mobile commerce; Coffeehouses; Competition
Publication title: Business Wire
Publication year: 2013
Publication date: Mar 29, 2013
Dateline: SEATTLE
Publisher: Business Wire
Place of publication: New York
Country of publication: United States
Publication subject: Business And Economics
Source type: Wire Feeds
Language of publication: English
Document type: Feature
ProQuest document ID: 1321356704
Document URL: http://search.proquest.com/docview/1321356704?accountid=458
Copyright: Copyright Business Wire 2013
Last updated: 2013-03-29
Database: ProQuest Central
Bibliography
Citation style: APA6

Starbucks celebrates five-year anniversary of my starbucks idea. (2013, Mar 29). Business Wire Retrieved from

http://search.proquest.com/docview/1321356704?accountid=458
Contact ProQuest
Copyright © 2016 ProQuest LLC. All rights reserved. – Terms and Conditions
CHAPTER 2 Global E-business and Collaboration
(Laudon, 01/2014, p. 36)
Laudon, K. C., Laudon, J. P. (01/2014). Essentials of MIS, 11th Edition [VitalSource Bookshelf version]. Retrieved from

https://bookshelf.vitalsource.com/books/9781323132821
2.3 Systems for Collaboration and Social Business
With all these systems and information, you might wonder how is it possible to make sense of them? How do people working in firms pull it all

together, work towards common goals, and coordinate plans and actions? Information systems can’t make decisions, hire or fire people, sign

contracts, agree on deals, or adjust the price of goods to the marketplace. In addition to the types of systems we have just described, businesses

need special systems to support collaboration and teamwork.
WHAT IS COLLABORATION?
Collaboration is working with others to achieve shared and explicit goals. Collaboration focuses on task or mission accomplishment and usually takes

place in a business or other organization, and between businesses. You collaborate with a colleague in Tokyo having expertise on a topic about which

you know nothing. You collaborate with many colleagues in publishing a company blog. If you’re in a law firm, you collaborate with accountants in an

accounting firm in servicing the needs of a client with tax problems.
Collaboration can be short-lived, lasting a few minutes, or longer term, depending on the nature of the task and the relationship among

participants. Collaboration can be one-to-one or many-to-many.
Employees may collaborate in informal groups that are not a formal part of the business firm’s organizational structure or they may be organized

into formal teams. Teams have a specific mission that someone in the business assigned to them. Team members need to collaborate on the

accomplishment of specific tasks and collectively achieve the team mission. The team mission might be to “win the game,” or “increase online sales

by 10 percent.” Teams are often short-lived, depending on the problems they tackle and the length of time needed to find a solution and accomplish

the mission.
Collaboration and teamwork are more important today than ever for a variety of reasons.
• Changing nature of work. The nature of work has changed from factory manufacturing and pre-computer office work where each stage in the

production process occurred independently of one another, and was coordinated by supervisors. Work was organized into silos. Within a silo, work

passed from one machine tool station to another, from one desktop to another, until the finished product was completed. Today, the kinds of jobs we

have require much closer coordination and interaction among the parties involved in producing the service or product. A recent report from the

consulting firm McKinsey and Company argued that 41 percent of the U.S. labor force is now composed of jobs where interaction (talking, e-mailing,

presenting, and persuading) is the primary value-adding activity. Even in factories, workers today often work in production groups, or pods.
• Growth of professional work. “Interaction” jobs tend to be professional jobs in the service sector that require close coordination, and

collaboration. Professional jobs require substantial education, and the sharing of information and opinions to get work done. Each actor on the job

brings specialized expertise to the problem, and all the actors need to take one another into account in order to accomplish the job.
• Changing organization of the firm. For most of the industrial age, managers organized work in a hierarchical fashion. Orders came down the

hierarchy, and responses moved back up the hierarchy. Today, work is organized into groups and teams, who are expected to develop their own methods

for accomplishing the task. Senior managers observe and measure results, but are much less likely to issue detailed orders or operating procedures.

In part this is because expertise and decision making power have been pushed down in organizations.
• Changing scope of the firm. The work of the firm has changed a single location to multiple locations—offices or factories throughout a

region, a nation, or even around the globe. For instance, Henry Ford developed the first mass-production automobile plant at a single Dearborn,

Michigan factory. In 2012, Ford employed over 166,000 people at around 90 plants and facilities worldwide. With this kind of global presence, the

need for close coordination of design, production, marketing, distribution, and service obviously takes on new importance and scale. Large global

companies need to have teams working on a global basis.
• Emphasis on innovation. Although we tend to attribute innovations in business and science to great individuals, these great individuals are

most likely working with a team of brilliant colleagues. Think of Bill Gates and Steve Jobs (founders of Microsoft and Apple), both of whom are

highly regarded innovators, and both of whom built strong collaborative teams to nurture and support innovation in their firms. Their initial

innovations derived from close collaboration with colleagues and partners. Innovation, in other words, is a group and social process, and most

innovations derive from collaboration among individuals in a lab, a business, or government agencies. Strong collaborative practices and

technologies are believed to increase the rate and quality of innovation.
• Changing culture of work and business. Most research on collaboration supports the notion that diverse teams produce better outputs faster

than individuals working on their own. Popular notions of the crowd (“crowdsourcing,” and the “wisdom of crowds”) also provide cultural support for

collaboration and teamwork.
(Laudon, 01/2014, pp. 56-57)
Laudon, K. C., Laudon, J. P. (01/2014). Essentials of MIS, 11th Edition [VitalSource Bookshelf version]. Retrieved from

https://bookshelf.vitalsource.com/books/9781323132821

CHAPTER 10 E-commerce: Digital Markets, Digital Goods
(Laudon, 01/2014, p. 328)
Laudon, K. C., Laudon, J. P. (01/2014). Essentials of MIS, 11th Edition [VitalSource Bookshelf version]. Retrieved from

https://bookshelf.vitalsource.com/books/9781323132821

TYPES OF E-COMMERCE
There are many ways to classify electronic commerce transactions—one is by looking at the nature of the participants. The three major electronic

commerce categories are business-to-consumer (B2C) e-commerce, business-to-business (B2B) e-commerce, and consumer-to-consumer (C2C) e-commerce.
• Business-to-consumer (B2C) electronic commerce involves retailing products and services to individual shoppers. BarnesandNoble.com, which

sells books, software, and music to individual consumers, is an example of B2C e-commerce.
• Business-to-business (B2B) electronic commerce involves sales of goods and services among businesses. ChemConnect’s Web site for buying and

selling chemicals and plastics is an example of B2B e-commerce.
• Consumer-to-consumer (C2C) electronic commerce involves consumers selling directly to consumers. For example, eBay, the giant Web auction

site, enables people to sell their goods to other consumers by auctioning their merchandise off to the highest bidder, or for a fixed price.

Craigslist is the most widely used platform used by consumers to buy from and sell directly to others.
Another way of classifying electronic commerce transactions is in terms of the platforms used by participants in a transaction. Until recently, most

e-commerce transactions took place using a personal computer connected to the Internet over wired networks. Several wireless mobile alternatives

have emerged: smartphones, tablet computers like iPads, dedicated e-readers like the Kindle, and smartphones and small tablet computers using Wi-Fi

wireless networks. The use of handheld wireless devices for purchasing goods and services from any location is termed mobile commerce or m-commerce.

Both business-to-business and business-to-consumer e-commerce transactions can take place using m-commerce technology, which we discuss in detail in

Section 10.3.
(Laudon, 01/2014, p. 341)
Laudon, K. C., Laudon, J. P. (01/2014). Essentials of MIS, 11th Edition [VitalSource Bookshelf version]. Retrieved from

https://bookshelf.vitalsource.com/books/9781323132821

In the course of this investigation you have or will need to interview (or perhaps “interrogate”) several people to provide context for the evidence you have collected as well as the rational for your searches .

Provide a list of people you have or will interview.

Provide a narrative description of the interview setting and the intended process, before, during and following the interview.

Explain why these stages are important to a successful interview and investigation.

For the purpose of the first part of this Project, you are still the InfoSec Specialist for the Makestuff Company. Consider this project a continuation of the work you performed in Projects 1 and 2.

After seeing you search Mr. Yourprop’s work area and take several pieces of evidence, Ms. Maria Friend, who works in the office across the hall, comes forward with an odd story. Ms. Friend states that she is Mr. Yourprop’s fiancé, but lately things in their relationship had begun to sour. She produces a thumb drive she says Mr. Yourprop gave her earlier that day. She tells you Mr. Yourprop told her to “keep it safe” and asked her to bring it home with her at the end of the day. Ms. Friend tells you she really likes her job and has no interest in being wrapped up in whatever Mr. Yourprop has done to invite negative attention.

1. How would you package the thumb drive for shipment to the lab? Be specific as to what materials you would use, and why?

2. What would you ask the lab to look for on the submitted thumb drive, and why?

3. Are there any locations outside of Mr. Yourprop’s immediate workspace where pertinent digital evidence might be found to help with your intellectual property theft case? Explain thoroughly.

Now, please assume a different character for the purpose of this next segment of the assessment… You are a forensic examiner at the above mentioned Makestuff Company lab. After receiving the package from the InfoSec Specialist in the field, you sign the chain of custody form and get set to begin your examination.

4. How would you protect this thumb drive prior to creating a forensic image for examination? Why is this protection important to your overall case? Explain thoroughly.

5. Discuss at least three forensic examination/analysis tools that could be used by you or Makestuff Company’s other digital forensic analysts to process/analyze the thumb drive you received (be specific), ensuring you include the manufacturer of each tool and each tool’s capabilities.

Fortunately, the InfoSec Specialist was on his/her game, and ALSO sent you copies of several files, reported to be the source code of “Product X”.

6. What is hashing, and how could you take advantage of it in this case to attempt to determine if Mr. Yourprop’s thumb drive contains copies of the source code? Explain thoroughly.

You complete your laboratory examination and return the evidence, with your report, back to the InfoSec Specialist at the field office.

Now, back at the field office, the InfoSec Specialist (a.k.a., you) receives the report from the Makestuff Lab, which shows that the complete “Product X” source code was found on Mr. Yourprop’s thumb drive. In addition, while the evidence was at the lab for examination, you determined it is also likely that Mr. Yourprop emailed copies of the source code to his personal email address.

7. Do you recommend reporting the crime to law enforcement? Why or why not? Are private companies required to report crimes to law enforcement?

The decision is ultimately made to report the theft to law enforcement and, using primarily the evidence you developed during your investigation, Mr. Yourprop is brought to trial for the crime. You (as the forensic examiner from the Makestuff Lab) are qualified as an expert witness and called to testify.

8. What is the significance of you being qualified as an expert witness? How is it different from being a simple fact witness? Explain thoroughly.

9. While you are on the stand, the defense asks you the following question based on the fact that you write a personal blog about digital forensics in your off-time, from which it appears you are a staunch supporter of law enforcement. “How do we know you were not just a “police hack” in this case, choosing to report only what would help law enforcement and your company’s bottom-line in this case?”

Project Requirements:

Each questions should be answered with a minimum of 1-2 paragraphs, so do your research, be specific, be detailed, and demonstrate your knowledge; submit your project to the assignments folder.
Answers to the above questions should be submitted in a single document (.DOC/.DOCX, .RTF, or .PDF), with answers separated so as to make it clear which question is being answered;
The submission should have a cover page, including course number, course title, title of paper, student’s name, date of submission;
Format: 12-point font, double-space, one-inch margins;
It is mandatory that you do some research, and utilize outside resources! References page: APA citation style (see https://owl.english.purdue.edu/owl/resource/560/01/ for help).

In regards to the number of sources, please use whatever it takes to answer the questions thoroughly.

 

1. Developing a leadership CODE OF ETHICs
2Reflects on things you have learned this quarter about being a good leader
3.My Code of Ethics
4. Tell me about your code of ethics. How does it reflects your values,beliefs, and characteristics leadership?
As formal and informal leadership opportunities arise, what will be the most important about your code of ethics
Conclusion reiterate your introduction and provide a final closing statement.
References make sure to have at least 2-3 professionals journal articles

 

 

Select and view at least one of the four videos below. Each video demonstrates a specific counseling/therapy approach with an adult who has an

addictive or substance use disorder. Please make sure you select a video that has not already been discussed by the majority of the class.

Once you have selected your video, you will want to take notes as you watch in preparation for the discussion questions. Each video can be watched in

under an hour.

The following links will take you to the different videos from the series Brief Therapy for Addictions (Allyn & Bacon, 2000) or a fourth video on

Rational Emotive Behavior Therapy for Addictions with Albert Ellis. When you click the link to a video, (ESC log-in required – use your ESC Moodle log

in) it should begin automatically. The videos will start from the beginning, so to bypass the “pre-session commentary”, go to the right of the video

screen, under “Chapters”, and click on “Psychotherapy Session or “Therapy Session”. You can then just focus on viewing the specific session, however it

is recommended that you view the pre/post session discussion for the video you selected.

Be sure to expand your horizon and view a video of a counseling method you are not familiar with and/or have not previously used.

Reality Therapy [41:19]
Motivational Interviewing [40:55]
Cognitive Behavioral Therapy [53:13]
Rational Emotive-Behavior Therapy [52:36]
After you have watched the selected video, submit a main post and answer the following questions, with the title of the counseling approach in the

subject line:

Briefly describe the overall approach for the specific counseling method you chose?
What specific counseling techniques and strategies did you observe the counselor using in this approach? (Please go beyond listing the basic methods

used by all practitioners, such as reflection, listening, empathy, non-judgmental approach. instead identify and discuss specific methods of this

approach).
What was particularly effective about this counseling approach? What might be some limitations of this approach?
Refer back to Module 1 and the Stages of Change (SOC) video and imagine using your selected approach with the client in the SOC video.
Would your chosen method be more effective, less effective, or equally effective as the SOC approach? Explain your reasons?
Finally read the main posts of two or more classmates who selected a different counseling approach, then comment on what was similar and what was

different compared to the approach you selected.
An optional video that you may find interesting is Solution-Focused Therapy.
information on my collge site for papers.

 

 

 

Gold standard anticoagulation therapy to prevent PE/DVT for post op total knee/hip replacement : is it Eloquis? Lovenox? Aspirin? What the most

recent sources/researches/evidence say?

Watch the film Miss Evers’ Boys at http://www.youtube.com/watch?v=MR5X5x05xhw (Runtime 118 minutes).

If the video link is no longer operable, you may read further on the topic by exploring the following link (www.cdc.gov/tuskegee/timeline.htm). Another option is to rent a video from the library or through an outside vendor such as Amazon or Netflix.

Write a 1,750-word paper addressing the following questions:

What healthcare principles were violated in the Tuskegee study?
How did the researchers justify their reasoning for continuing the study?
Evaluate the tension between individual good versus common good inherent in human medical experimentation. How did the conductors of the Tuskegee study use that argument to their advantage?

Use at least one other source in addition to your textbook.

Format your paper according to APA guidelines. Submit your assignment.

 

Effective curriculum improvements.
This assignment requires you to complete the Project Calendar. You will populate the Project Calendar with your plan for completing the Capstone

Project. The calendar should include course tasks and specific assignment due dates identified in the Course Schedule. You will then add your personal

schedule for completing Capstone Project interim tasks to the calendar (i.e., literature review schedule, draft, edit, submit assignments dates, etc.).
Once course tasks have been placed on the calendar, add the preparation tasks necessary to consult for clients’s improvement and reform (i.e., initial

contact, follow-up on data access, etc.). Use the list you developed as you were reading the course resources to guide calendar entries. This task will

replicate a consulting calendar you would develop with the client to identify deadlines and deliverables.
CRIR 499
Week 1 Application: Consultancy Considerations: Project Calendar

Criteria
5–Target
3–Acceptable
1–Unacceptable Score Comments

The candidate’s calendar addresses the following:

 

 

In addition to indicators in the Acceptable column, the candidate’s assignment is exemplary in all aspects of quality (including both mechanics of

writing and clarity/ insightfulness of thinking), is thoroughly developed, and exceeds expectations.

Tasks are appropriate to the assignments, scheduled in correct order, includes tasks that might not be included by novices, and are well paced.
The candidate’s assignment includes all required criteria and is well developed.
Tasks are appropriate to the assignments, scheduled in correct order, and reasonably paced.

The presentation is of good quality (may include very few errors in mechanics) and shows clarity of thinking. It fully meets expectations for graduate

level work, including academic writing and organization.
The candidate’s assignment is superficially developed, of unacceptable quality (includes errors in mechanics and inconsistent clarity in thinking),

and/or lags behind expectations for graduate level work

Tasks listed are not appropriate to not ordered correctly.

Must be revised and resubmitted because one or more required element(s) are missing.

Course task schedule for completing capstone project interim tasks (literature review schedule, draft, edit, submit assignments dates, etc.) are

included on the calendar

 

Consulting preparation tasks necessary to consult for school/district improvement and reform (initial contact, follow-up on data access, etc.) are

included on the calendar

Identify and contact a client to use for the Discussions and Application Assignments in this course
Section 1: Introduction
Provide a description of the client chosen for your project. What documents/online sources are you using to access the data?
Section 2: Issue of Concern
Identify and clearly state the priority need you have selected for the project. Why did you select this area to focus on? In your analysis of the

curriculum audit recommendations and current data, what made you identify this as your “issue of concern?”
Section 3: Topic for Literature Review
Identify possible research topic(s) that will focus the literature review on the identified Issue of Concern.
Identify 25-35 research articles to address your issue of concern. Use the literature review matrix provided for you in the Resources to organize your

readings.
Submit the matrix with bibliographic information for a minimum of 15 articles.

• Align a literature review to the needs of your district and your study
• Create a synthesized review of relevant research that addresses the issue of concern
• Continue to access the literature review resources needed to support your work. Complete the Literature Matrix and begin writing the literature

review.
• Submit the completed Literature Review.
Peer review and editing is an important step in developing a report to a school system, educational program or company. It is essential to make certain

the mechanics of the presentation work and it is grammatically correct. However, it is also important to have an additional reviewer who has a deep

understanding of the client’s context to evaluate your project. You will want to have a fresh set of eyes review your presentation to make certain you

have been clear and accurate in your explanations. This stakeholder reviewer can identify any errors in the organizational structure and in any school

specific information presented in the presentation. The reviewer should be a trusted source, have knowledge of the content to be reviewed, possess

editing skills, and have your best interest at heart.
Capstone Project Presentation Guidelines
For CRIR 499-Capstone

You are a consultant working with clients to research and make recommendations about new programs and processes. A written report is developed that

presents findings to the management team or project committee. Additionally, the consultant will develop a presentation to share the information with a

broader audience within the chosen concentration and to the community at large. The consultant will be aware of the biases and concerns of the audience

when identifying how to present data and the amount and tone of the information presented.

Presentation Requirements:
• The presentation must be able to be presented in a public forum using a presentation application (PowerPoint, Prezi, Empressr, SlideRocket) and

include a multimedia format.
• The presentation should be engaging, stimulating, and informative.
• The presentation should be also be appropriate for multiple stakeholder audiences.
• The presentation should include at least two of the following multimedia options: graphic, links to websites, photos, movies, and timelines,

etc.
• The presentation will be submitted in the “Notes” format—with either a written narrative of the presentation that aligns with the slides or an

audio of each presentation slide.
• A minimum of 15 slides will be required.
• Information to populate the slides will come from the Capstone Presentation.

Required slides include:
• Cover Slide
• Project Overview
• Context
• Curriculum Audit/Evaluation Plan and Data Made Available
• Issue of Concern (minimum of 2 slides)
• Summary Review of the Literature (minimum 2 slides)
• Recommendations (including Implementation Plan) (minimum 4 slides)
• Reflection
• References (minimum 2 slides)

 

MAN 4633 – MNC STRATEGY

COMPANY PROFILE GROUP PROJECT GUIDELINES

I. GENERAL INSTRUCTIONS:

1. Each group must select an MNE from the Fortune 500 list, but NOT one that is in the top 100.

2. Prepare a 7-8 page narrative report as detailed in Section II. The page count excludes the cover page, reference list, pictures, and graphs.

II. REPORT CONTENT:

1. Company Overview:
Describe:
a. The company’s history
b. Its product(s)

2. Chapter 1:
a. What was(were) the company’s motivation(s) to internationalize?
b. What market entry method did it use?
c. How would you classify the company’s evolutionary stage of internationalization (i.e., its mentality)? Why?

3. Chapters 2 and 3:
Of the types of industries mentioned in Chapter 2 (i.e., global, international, multinational, transnational), which would you say best describes the

company? Why? Be sure to use the types of strategies described in Chapter 3 to support your answer.

4. Chapter 4:
What type of organizational model would you say is used by the company? Why?

5. Chapter 5:
What type of innovation model would you say is used by the company? Why?

6. Chapter 6:
Briefly describe any strategic alliances if applicable. Would you consider them to be “traditional” alliances, or are they “modern forms” of alliances?

7. Chapter 7:
Using the categories discussed in Chap 7 (i.e., global business manager, worldwide functional manager, geographic subsidiary manager, top level corporate

manager), classify some of the management personnel in the organization.
(Continued)
8. Chapter 8:
Describe the company’s relationship with outside entities such as NGOs, host governments, etc. How would you classify these relationships,

according to the categories covered in Chapter 8? Cite examples.

III. RESEARCH/SOURCES:

Although not the norm for conducting research, you are to use only Internet sources, along with the notes and the textbook. All websites

used MUST be in English and MUST be those of reputable organizations and companies.

HINT: After going to the Fortune website, a good place to continue your search is your company’s website. Also, use the textbook as a

source.

IV. REPORT FORMAT:

1. The report must be double-spaced, using a Times New Roman, 12-point font.

2. Be sure to include a title page, listing the names of each group member, along with the name of the company being analyzed.

3. Be sure to cite your sources (in-text) and in a reference list, preferably using APA format.

Below I have attached the chapters summaries which the professor wants us to use when answering the questions.

B. MOTIVATIONS TO INTERNATIONALIZE(continued)

NOTE: Prior to the 1980s, the product life cycle(PLC) theory could explain much of a company’s motivation to internationalize.

2. Emerging Motivations (i.e. motivations post-1980s)

a. Foreign operations no longer seen as only strategic and organizational “appendages” to domestic operations

b. Factors influencing a company’s motivation to internationalize (i.e. why overseas operations became more important):

i. Increasing scale economies, R&D investments, and a shortened PLC.

ii. The MNE’s global scanning and learning capabilities – alternatives regarding labor, technology, etc.

iii. Increased competitive positioning allowing cross-subsidization of markets

Note: Cross-subsidization of markets – using profits of a subsidiary in one market to subsidize an unprofitable subsidiary in another.

C. MEANS OF INTERNATIONALIZATION
Examines the requirements and processes of going international (i.e. how)

1. Domestic Firms vs. MNEs (advantages/disadvantages)

a. Advantages of domestic firms
i. Know national culture, structure of industry, etc
ii. Have existing relationships with suppliers, customers, regulators

b. Advantages of MNEs
i. Likely has advanced technology
ii. Scale economies (in R&D, production, etc)

NOTE: Above listed advantages of MNEs does not mean they will enter the market through their own offshore operations.

2. Prerequisites for Becoming an MNE (3 conditions)

a. Must have motivation to invest overseas
2. Prerequisites for Becoming an MNE (continued)

b. Must have strategic competencies/ownership-specific advantages (see advantages above)

c. Must have internal organizational capabilities

3. Process of Internationalization

a. The Learning Process of foreign market entry (1977)
i. Firm makes initial commitment of resources
ii. Gains knowledge of local mkt, customers, etc
iii. Improved ability to evaluate current operations and opportunities
iv. Able to make additional investments thus increasing effectiveness

b. Other market entry processes:
i. Purchasing existing facilities/firms
ii. Subcontracting to others (e.g. licensing)
iii. Increasing commitment (from exporting, to joint ventures, to FDI (See Fig 1-2).

D. EVOLVING MENTALITY: INTERNATIONAL to TRANSNATIONAL
Four evolutionary stages (mentalities) of internationalization:

1. International Mentality
a. Overseas operations seen as “outposts.”
b. Heavily influenced by the PLC

2. Multinational Mentality
a. Overseas operations increase in importance as sales/profits increase.
b. Products/technology modified to suit specific foreign mkt.

3. Global Mentality
a. Reduce inefficiency in multinational mentality by producing for a “world market”
b. Assumes national tastes are somewhat similar
c. Requires increase levels of coordination

4. Transnational Mentality
a. Emerged due to the need to be locally responsive while developing global products

2. Expanding Spiral of Globalization (continued)

b. Internal restructuring

i. Done by firms lacking external forces for change

ii. Firms go global to take advantage of economies of scale (e.g. automobiles)

iii. Achieved by use of rationalized production, streamlined/standardized products

3. Global Competitors as Change Agents

a. “Global Chess”

i. Defined as: A competitive strategy where a firm’s worldwide operations are managed as interdependent units using a coordinated global strategy.

ii. Use of cross-border subsidization is common

B. FORCES FOR LOCAL DIFFERENTIATION AND RESPONSIVENESS

1. Management’s strategic task: How to sense (identify), respond to, and/or exploit differences in environments.

2. Current trend: Global companies now recognizing importance of being “local”

3. Factors driving current trend towards localization:

a. Cultural differences – nationality still plays important role

b. Government demands – especially those of host governments

i. “Positives” of MNE/Host Government relationship:
• MNE seen as source of funds, technology, expertise
• Host government seen as key to access local markets and resources

Continued

 

 

b. Government demands (continued)

ii. “Negatives” of MNE/Host Government relationship:
• Host government belief that MNE operations result in:
o Social disruption – relocation from rural to urban areas
o Rising consumerism
o Rejection of indigenous values
o Breakdown of traditional community structures

• Large MNEs seen as political threat to small local governments

iii. Conflicting objectives of MNE vs. Host government

• MNEs main objectives:
o Unrestricted access to global markets and resources
o Freedom to integrate operations across national borders
o The right to coordinate and control all operations.

• HOST GOVERNMENT main objectives:
o Competitive economic development (using “national champion” or flagship companies).

c. Growing Pressures for Localization

i. Customers are moving away from global homogenized products to more “local” ones.

ii. Cost of centralized production involves more than just freight costs. Administrative costs are also significant.

C. FORCES FOR WORLDWIDE INNOVATION AND LEARNING

1. Successful MNEs must have ability to harness access to worldwide knowledge to develop innovative products

 

Continued

 

2. Impact of Worldwide Innovation and Learning

a. Companies forced to globalize to amortize R&D costs/investments

b. Voluntary transfer of technologies through
i. Licensing (to raise funds)
ii. Cross-licensing (to acquire technology)
iii. Strategic alliances (to maintain competitive advantage)

c. Domestic market may no longer be source of most sophisticated consumer need and advanced technology

d. Innovation driven by increased importance of global industrial standards – companies setting new standards/platforms for products have competitive

advantage.

D. RESPONDING TO DIVERSE FORCES SIMULTANEOUSLY

1. Global, Multinational, and International industries

a. Global Industries

i. Defined as: Industries historically driven by economic forces that require scale economics to remain competitive

ii. Economic factors more important than environmental factors.

iii. Use of a global strategy

iv. Evidenced by:
• Homogenization of national markets
• Centralized, scale-intensive manufacturing and R&D
• Worldwide exports of standardized global products

v. e.g. Consumer electronics up to mid-late 1980’s

b. Multinational Industries

i. Defined as: Industries in which localizing forces of national, cultural, social and political differences dominate development of industry

characteristics.

ii. Differences in culture etc., require differentiated products/strategies on country-by-country basis.

b. Multinational Industries (continued)

iii. Use of multinational strategies which respond to local market sensitivities.

iv. e.g. food production

c. International Industries

i. Defined as: Industries in which technological forces are dominant and the need to develop and diffuse innovations is critical to the firm’s

competitive position.

ii. Competition driven by ability to develop and harness new technology

iii. Use of international strategy – new products developed at home using new technology then distributed to worldwide affiliates.

2. Transnationality

a. “Center of Gravity” – the set of environmental forces that have most significant impact on firm’s strategic tasks.

b. Post 1980’s – industries no longer impacted by a single set of environmental forces. Now facing multiple sets of forces of equivalent importance

(e.g. must meet scale economies while satisfying local tastes).

c. Transnational industries

i. Defined as: Industries in which companies respond effectively to all diverse and conflicting forces at the same time to manage efficiency,

responsiveness and innovation.

ii. No longer able to compete on basis of one dominant capability.

iii. Responsiveness using local, tailor-made products in each overseas market no longer feasible.

iv. Global customers demand sensitivity simultaneously with lower costs and high quality of global products.

 

b. Types of risks in multinational environment (due to diversity and volatility) (continued)

ii. Political Risks – due to actions by national governments.

iii. Competitive Risks – caused by competitors’ reactions to the MNEs activities.

iv. Resource Risk – availability of raw materials, capital, management talent, etc.

NOTE: Risks vary over time and from country to country.

3. Worldwide Learning

a. Diversity of Environments –

i. A key asset of the MNE

ii. Allows opportunities for greater learning due to exposure outside its domestic market.

 

C. THE MEANS OF ACHIEVING WORLDWIDE COMPETITIVE ADVANTAGE

1. National Differences
Firms should exploit:

a. Differences in costs in input markets due to country-by-country differences in factor endowments (i.e. labor, material, capital)

b. Differences in output markets due to consumer tastes, government regulations, effectiveness of promotion strategies, etc.

2. Scale Economies

a. Gaining advantage through high-volume production.

b. Benefits may be dynamic and will be affected by the learning effect

3. Scope Economies

a. Cost of the joint production, development, or distribution of 2 or more products can be less that producing/developing/distributing them separately

3. Scope Economies (continued)

b. Shared investments across same or different value chains.

c. e.g. using a common distribution channel

D. TYPES OF STRATEGIES (4 types) (refer to Table 3-3)

1. International Strategy

a. Strategic Orientation/Defined as: Exploitation of domestically-developed innovations in overseas markets

b. Focus on: Use of innovations

c. Uses all three means (national differences, scale economies, scope economies).

d. Was common among many US MNEs

2. Multinational Strategy

a. Strategic Orientation/Defined as: Using primarily one means (i.e. national differences) to achieve strategic goals.

b. Focus on: Product differentiation

c. Polycentric strategy

d. Subsidiaries in each country are primarily self-sufficient

e. Used by many European firms

 

3. Global Strategy

a. Strategic Orientation/Defined as: Developing global efficiency by using all 3 means to achieve best cost and quality positions for the firm’s

products

b. Focus on: best-cost position

c. Use of centralized global-scale operations

Continued
D. TYPES OF STRATEGIES (4 types) (continued)

3. Global Strategy (continued)

d. Requires high level inter-country shipments (e.g. of parts and supplies)

4. Transnational Strategy

a. Strategic Orientation/Defined as: Simultaneous use of all 3 strategies above (international, multinational, global) to achieve competitive

advantage.

b. All aspects (costs, revenues, innovation etc) managed simultaneously.

c. Use of both centralized and decentralized processes as needed.

d. Use of excentralization (a/k/a flexible specialization) – i.e. locating a centralized activity offshore.

E. STRATEGIC TASKS – Tasks/challenges facing companies to maintain or achieve worldwide competitive advantage

1. Defending Worldwide Dominance

a. Faced by established, major worldwide players

b. Aim: defend dominance while seeking new sources of competitive advantage

2. Challenge Global Leaders

a. Faced by smaller firms that seek worldwide competitiveness

b. Aim: tackle industry leaders using internal and external sources (e.g. product development, satisfying certain niches, etc.)

3. Protecting Domestic Niches

a. Faced by companies focused on their national markets due to unwillingness or inability to expand overseas.

b. Aim: Protect their national markets from global (outside) competitors.
E. STRATEGIC TASKS (continued)

3. Protecting Domestic Niches (continued)

c. Methods used:

i. Use of nationalism
ii. Seek government assistance (e.g. “national champion”)
iii. Join forces with other global firms

B. ADMINISTRATIVE HERITAGE

1. Concept: An organization’s ability and willingness to change is influenced by its history and embedded management culture

2. Types of Organizational Models

a. Decentralized Federation

Characteristics:
• Uses a multinational strategy
• Typically European MNEs
• Products and marketing strategies modified to suit individual country market needs
• Subsidiaries operate independently of each other
• Knowledge diffusion: developed and retained in each foreign subsidiary

b. Coordinated Federation

Characteristics:
• Uses an international strategy
• Typically US MNEs
• Foreign subsidiaries free to modify products, etc but dependent on parent company for new products, ideas, etc
• Ethnocentric management attitude
• Knowledge diffusion: developed at parent (center) and transferred overseas

c. Centralized Hub

Characteristics:
• Uses a global strategy
• Typically Japanese MNEs
• Centralized control over quality, product development and manufacturing
• Export-based
• Knowledge diffusion: developed and retained at center.

 

Continued

 

C. THE TRANSNATIONAL ORGANIZATION – Organizational Characteristics

Transnational organization should have:

1. Multidimensional Perspective, including

a. Strong national subsidiary management – to keep up with changing local tastes, etc.

b. Global business management – to keep up with global competitors

c. Worldwide functional management – for effective use and transfer of corporate knowledge and expertise.

2. Distributed, Interdependent Capabilities

a. Centralization of expertise is not critical.

b. Subsidiaries allowed to become company’s source of expertise

3. Flexible Integrative Process

a. Flexibility needed to quickly adapt decision-making roles to changes in product, local tastes, etc.

2. MOTIVATIONS DRIVING FORMATION OF STRATEGIC ALLIANCES (continued)

c. Industry convergence – several high-tech industries are beginning to overlap due to complexity of technological skill set needed to compete and

survive in the industry (e.g. HDTV)

d. Economies of scale and reduction of risk –

i. Partners can pool resources to increase economies of scale

ii. Partners and share and leverage specific strengths of each other

iii. Sharing different and complementary resources can reduce cost of duplication.

e. Alliances as alternative to mergers – create alliances when political, legal or regulatory constraints prohibit mergers (e.g. code-sharing in

airline industry when foreign ownership is prohibited)

B. RISKS AND COSTS OF COLLABORATION

1. Risks of Competitive Collaboration:

a. Asymmetrical benefits – one may use partnership to gain competitive edge over the other (e.g. one partner learns skills from the other but is

reluctant to share its own).

b. Control of investments – one partner keeps control over key investments (e.g. in product development, marketing, manufacturing). Other partner

becomes dependent.

c. Risk of “learning by doing” – one partner uses knowledge gained from the alliance to compete against the other partner. (i.e. risk of strengthening

a competitor)

d. Risk of takeover – fear that alliance may result in the acquisition of one partner by the other.

2. Cost of Strategic and Organizational Complexity

a. Risk and rewards of collaboration become more complex because they must be shared (i.e. allocated) between partners

C. BUILDING AND MANAGING COLLABORATIVE VENTURES

1. Challenges of Building Cooperative Ventures

a. General challenges include

i. Strategic and environmental disparities among partners – individual partners may have opposing strategic objectives

ii. Lack of common experience and perception base – may have different administrative heritages, different organizational cultures

iii. Difficulties in inter-firm communications – e.g. due to different languages, culture

iv. Conflicts of interest and priorities – regarding objectives.

v. Personal differences among managers – due to management teams from different cultural/national backgrounds

b. Pre-alliance Challenges
Challenges faced by firms prior to joining forces with a partner.

i. Analyzing the partner’s strategic and organizational capabilities – often difficult due to lack of adequate information.

ii. Escalation of commitment – managers involved in planning alliance reluctant to back out.

Solution: operational managers responsible for implementation involved in planning.

iii. Defining scope of alliance – problem overstating the scope of the partnership.

Scope more difficult to define due to:
• Complicated cross-ownership of equity
• Need for cross-functional coordination
• Number and scope of joint activities

 

C. BUILDING AND MANAGING COLLABORATIVE VENTURE (continued)

2. Challenges of Managing Cooperative Ventures

a. Managing the boundary –

i. Setting organizational boundary structures to separate the alliance from the partners’ operations. May use:

• Separate legal entity
• One or both partners given operational control
• Joint committees.

ii. Choice of boundary structure depends on scope. Higher level of interdependent tasks needs structure with more decision-making integration (likely

through separate entity).

b. Managing knowledge flows

i.Need to exploit knowledge generated by the partnership

ii. Each needs to protect internal knowledge it does not want to share with the other partner (i.e. appropriability theory).

c. Set up effective governance structure –

i. To provide proper strategic direction.

ii. “Distributive” equality (i.e. win-lose) in negotiations/governance not necessarily desirable (may lead to ineffectiveness). Use “integrative”

equality based on relevant task/expertiseinstead.

C. MNEs’ RESPONSES TO NEEDS OF DEVELOPING WORLD
Four categories of responses (postures):

1. The Exploitive MNE –

a. “Takes advantage of disadvantage”

b. Primary motivation for internalization – to seek low costs of production (especially labor)

c. Takes advantage of:

i. Low labor rates
ii. Poor working conditions (e.g. long work weeks)
iii. Weak legal climate (e.g. lack of, or poor enforcement of workers’ rights)
iv. Poor living standards

d. Based on Milton Friedman’s view of managerial capitalism (i.e. stockholder is the only legitimate stakeholder)

e. May resort to illegal tactics (especially in 1970s)

f. Likely have adversarial relationship with NGOs.

g. Rare today (especially due to media exposure)

2. The Transactional MNE:

a. Has non-oppressive relationship with governments of emerging markets.

b. Does not pursue profits at all cost

c. Willing to make changes to products to suit local market if changes will result in higher market share/profits (e.g. McDonald’s, KFC)

d. Relationship with NGOs based more on “monitoring and challenging” than on “confrontation and accusation”

3. The Responsive MNE

a. Increase in awareness of “sustainability”

b. Makes conscious commitment to be a “corporate citizen”

c. More sensitive to needs of stakeholders in developing countries

d. Sees market in “Bottom of the Pyramid”

 

4. The Transformative MNE

a. Takes initiative to solve root causes of problems in developing markets (e.g. illiteracy, hunger)

b. Often done through foundations created by founder (e.g. Bill Gates)

c. Will develop products to satisfy needs of developing nations even if it is not profitable (e.g. Nokia)

d. Works in partnership with NGOs (NGOs are better at implementing social development program

 

 

Economics Analysis Essay

write a 2–3-page paper (double-spaced, 1-inch margins) providing at least 1 example of how government has overstepped biblical principles in some form of economic policy.

• The role of the Federal Reserve.

 

In discussing of this topic, incorporate clear references from the required reading.

 

The required Reading &Study material for Module/Week 7 (Hazlitt: IV–V, XI, XIV, XVIII, XXII) must be cited specifically, and you must include outsides sources as well. You must include at least 2 references in your essay.

 

REQUIRED READING MATERIAL

Hazlitt, H. (1979). Economics in one lesson: The shortest and surest way to understand

basic economics. New York, NY: Crown Publishers. ISBN: 9780517548233.

 

 

Course Style Guidelines

To receive full credit on your writing assignments, be sure to adhere to the following written style guidelines as specified for this course:

 

• Font Size: 12-point
• Font Style: Times New Roman
• Spacing: Double

 

 

No Abstract

 

Title Page Format:

 

(Centered Middle)

Title of Work

Student Name

University Course, ID, and Section Number

 

Level Heading Format:

 

Level 1: Centered, Boldface, Uppercase and Lowercase Headings

Level 2: Left-aligned, Boldface, Uppercase and Lowercase Heading

Level 3: Indented, boldface, lowercase heading with a period. Begin body text after the period.

Citation Style:

 

Use a parenthetical, in-textcitation must list the Author, Date Published, and include the Page Number:

(Author, date published, page number)

Scenario

One of the possible reasons that hunters and gatherers do not work more than they do may be to avoid overexploitation of their environment.

Think about this: overhunting might allow people to feast for a few days, but over the long run, the effect would simply be to destroy the

local game supplies. Hunters and gatherers also demonstrate less patriarchy and ownership taboos than industrial society members.

Use this Hunter-Gatherers resource page as a starting point. There, you will find an in-depth examination of the hunter-gatherer society as

well as additional sources to explore. Make sure you use and refer to at least two sources in your presentation. References needed
•What are 2 examples of contemporary hunter-gatherer societies?
•How do hunters and gatherers view rights to land?
•How do hunters and gatherers view rights to property, such as tools or personal possessions?
•What evidence suggests that hunter-gatherer societies have a conservationist ethic?
•What can an industrial, modern society learn from hunter-gatherer societies?