The table below provides shipping rates for packages using UPS next day air or ground service options. The rates vary according to both the weight of the package and the distance of the shipment (larger numbered zones are farther away). Note that the zone number also indicates the number of days required to deliver a package using ground service. A transportation manager must ship orders of materials weighing six pounds each to destinations in each of the seven zones listed in the table. The daily inventory holding rate is $9.50 per day for all orders. The manager has decided to use next day air service for-all shipments. Table of Shipping Rates Next Day Service Weight Domestic Zones - Transit Time in Days 1 3 4 6. 1 Lbs. $ 16.25 $ 17.25 $ 19.00 $ 20.00 $ 21.25 $ 22.00 $ 22.75 $ 23.75 $ 24.50 $ 25.25 $ 26.25 $ 27.00 $ 27.75 $ 28.50 $ 29.50 $ 19.25 $ 20.75 $ 21.75 $ 22.75 $ 24.25 $ 25.25 $ 27.00 $ 28.25 $ 29.75 $ 31.00 $ 32.50 $ 33.50 $ 34.75 $ 36.00 $ 37.50 $ 22.75 $ 25.50 $ 28.25 $ 31.00 $ 33.50 $ 36.00 $ 38.50 $ 41.00 $ 43.75 $ 46.25 $ 48.75 $ 51.25 $ 53.75 $ 55.75 $ 58.00 $ 24.75 $ 27.75 $ 30.50 $ 33.50 $ 36.25 $ 39.00 $ 42.00 $ 44.75 $ 47.50 $ 50.25 $ 52.75 $ 55.50 $ 58.00 $ 60.50 $ 63.00 $ 27.00 $ 30.25 $ 33.50 $ 36.50 $ 39.50 $ 42.75 $ 46.00 $ 49.25 $ 28.25 $ 31.25 $ 34.75 $ 37.75 $ 40.75 $ 44.00 $ 47.00 $ 50.25 $ 53.75 $ 56.75 $ 60.00 $ 63.00 $ 29.00 $ 32.00 $ 35.50 3. 4. $38.50 $ 41.75 $ 45.00 $ 48.25 $ 51.25 $ 54.50 $ 57.75 $ 60.75 $ 63.75 $ 66.50 $ 69.25 $ 72.00 6. 8 6. $52.50 $ 55.25 $ 58.00 $ 60.75 $ 63.25 $ 65.75 $ 68.25 10 11 12 13 $65.75 14 $ 68.50 $ 70.75 15
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- Located in the picturesque Berkshire Mountains of Western Massachusetts, Ski Butternut has been a family-owned, family-oriented ski destination for more than 50 years. The resort includes 22 trails for downhill skiing and snowboarding, two terrain parks for riding, and a dedicated area for snow tubing. Although Ski Butternut hosts some non-ski events during summer and fall, its business goes into high gear when snowy weather arrives, bringing skiers and riders from across Massachusetts, Connecticut, New York, and New Jersey. Matt Sawyer, Ski Butternuts director of marketing, says the primary target market has always been families with young children who are seeking affordable skiing. Everything from the snack-bar menus to the ski-shop merchandise is presented with families in mind. So that parents can have fun in the snow without worry, the resort has a Childrens Center for children who are too young to ski or have no interest. Fifth-graders are invited to ski for free when accompanied by an adult who buys an adult lift ticket. The resort also created two terrain parks for young snowboarders who were clamoring for a more exciting riding experience. Without the terrain parks, Sawyer says, these boarders would have asked their parents to take them to competing mountains in Vermont. Ski Butternuts research shows that first-timers are a particularly important segment, because they tend to have a strong allegiance to the resort where they learn to ski. First-timers typically visit the resort seven times before seeking out more challenging mountains. As a result, Ski Butternut has made teaching first-timers to ski or snowboard one of its specialties. For this market, the resort bundles ski or board rentals, lift tickets, and also offers a wide range of individual and group lessons for all ages and abilities at a value price. Because Ski Butternut has trails for different skill levels, beginners can challenge themselves by changing trails within the resort once they feel confident. Ski Butternut also targets seniors and college students. Knowing that weekends are the busiest period, the resort offers special midweek prices to attract seniors who have free time to ski on weekdays. College students are particularly value-conscious, and they often travel to ski resorts as a group. As a result, Ski Butternut offers weekend and holiday discounts to bring in large numbers of students who would otherwise ski elsewhere. Thanks to Facebook, Twitter, and other social media, students quickly spread the word about special pricing, which enhances Ski Butternuts ability to reach this key segment. In addition, the resort highlights discount pricing for families when targeting specific segments, such as scout troops, military personnel, emergency services personnel, and members of local ski clubs. Another segment Ski Butternut has selected for marketing attention is ski racers. The resort features professional coaching, lessons, and programs for ski racers in the age group of 8 to 20. Sawyer notes that these ski racers are extremely dedicated to training, which means theyre on the slopes as often as possible, a positive for the resorts attendance and revenue. To stay in touch with racers, Ski Butternut has a special website and a dedicated Facebook page. Sawyer conducts up to 1,200 customer surveys every year to better understand who his customers are and what they need. He also compares the results with skiers who visit mountains of a similar size in other areas. Digging deeper, he analyzes data drawn from the ski shops rental business to build a detailed picture of customers demographics, abilities, and preferences. Based on this research, he knows that the typical family at Ski Butternut consists of two children under age 18 who ski or ride, and at least one parent who skis. Because they can obtain so much information from and about their customers, Sawyer and his team are able to make better decisions about the marketing mix for each segment. By better matching the media with the audience, they get a better response from advertising, e-mail messages, and other marketing communications. As one example, they found that 15 percent of the visitors to Ski Butternuts website were using a smartphone to access the site. Sawyer has now created a special version of the site specifically for mobile use and created a text-message contest to engage skiers who have smartphones.16 Of the four categories of variables, which one seems to be the most central to Ski Butternuts segmentation strategy, and why?Located in the picturesque Berkshire Mountains of Western Massachusetts, Ski Butternut has been a family-owned, family-oriented ski destination for more than 50 years. The resort includes 22 trails for downhill skiing and snowboarding, two terrain parks for riding, and a dedicated area for snow tubing. Although Ski Butternut hosts some non-ski events during summer and fall, its business goes into high gear when snowy weather arrives, bringing skiers and riders from across Massachusetts, Connecticut, New York, and New Jersey. Matt Sawyer, Ski Butternuts director of marketing, says the primary target market has always been families with young children who are seeking affordable skiing. Everything from the snack-bar menus to the ski-shop merchandise is presented with families in mind. So that parents can have fun in the snow without worry, the resort has a Childrens Center for children who are too young to ski or have no interest. Fifth-graders are invited to ski for free when accompanied by an adult who buys an adult lift ticket. The resort also created two terrain parks for young snowboarders who were clamoring for a more exciting riding experience. Without the terrain parks, Sawyer says, these boarders would have asked their parents to take them to competing mountains in Vermont. Ski Butternuts research shows that first-timers are a particularly important segment, because they tend to have a strong allegiance to the resort where they learn to ski. First-timers typically visit the resort seven times before seeking out more challenging mountains. As a result, Ski Butternut has made teaching first-timers to ski or snowboard one of its specialties. For this market, the resort bundles ski or board rentals, lift tickets, and also offers a wide range of individual and group lessons for all ages and abilities at a value price. Because Ski Butternut has trails for different skill levels, beginners can challenge themselves by changing trails within the resort once they feel confident. Ski Butternut also targets seniors and college students. Knowing that weekends are the busiest period, the resort offers special midweek prices to attract seniors who have free time to ski on weekdays. College students are particularly value-conscious, and they often travel to ski resorts as a group. As a result, Ski Butternut offers weekend and holiday discounts to bring in large numbers of students who would otherwise ski elsewhere. Thanks to Facebook, Twitter, and other social media, students quickly spread the word about special pricing, which enhances Ski Butternuts ability to reach this key segment. In addition, the resort highlights discount pricing for families when targeting specific segments, such as scout troops, military personnel, emergency services personnel, and members of local ski clubs. Another segment Ski Butternut has selected for marketing attention is ski racers. The resort features professional coaching, lessons, and programs for ski racers in the age group of 8 to 20. Sawyer notes that these ski racers are extremely dedicated to training, which means theyre on the slopes as often as possible, a positive for the resorts attendance and revenue. To stay in touch with racers, Ski Butternut has a special website and a dedicated Facebook page. Sawyer conducts up to 1,200 customer surveys every year to better understand who his customers are and what they need. He also compares the results with skiers who visit mountains of a similar size in other areas. Digging deeper, he analyzes data drawn from the ski shops rental business to build a detailed picture of customers demographics, abilities, and preferences. Based on this research, he knows that the typical family at Ski Butternut consists of two children under age 18 who ski or ride, and at least one parent who skis. Because they can obtain so much information from and about their customers, Sawyer and his team are able to make better decisions about the marketing mix for each segment. By better matching the media with the audience, they get a better response from advertising, e-mail messages, and other marketing communications. As one example, they found that 15 percent of the visitors to Ski Butternuts website were using a smartphone to access the site. Sawyer has now created a special version of the site specifically for mobile use and created a text-message contest to engage skiers who have smartphones.16 What role do geographic variables play in Ski Butternuts segmentation and targeting?Located in the picturesque Berkshire Mountains of Western Massachusetts, Ski Butternut has been a family-owned, family-oriented ski destination for more than 50 years. The resort includes 22 trails for downhill skiing and snowboarding, two terrain parks for riding, and a dedicated area for snow tubing. Although Ski Butternut hosts some non-ski events during summer and fall, its business goes into high gear when snowy weather arrives, bringing skiers and riders from across Massachusetts, Connecticut, New York, and New Jersey. Matt Sawyer, Ski Butternuts director of marketing, says the primary target market has always been families with young children who are seeking affordable skiing. Everything from the snack-bar menus to the ski-shop merchandise is presented with families in mind. So that parents can have fun in the snow without worry, the resort has a Childrens Center for children who are too young to ski or have no interest. Fifth-graders are invited to ski for free when accompanied by an adult who buys an adult lift ticket. The resort also created two terrain parks for young snowboarders who were clamoring for a more exciting riding experience. Without the terrain parks, Sawyer says, these boarders would have asked their parents to take them to competing mountains in Vermont. Ski Butternuts research shows that first-timers are a particularly important segment, because they tend to have a strong allegiance to the resort where they learn to ski. First-timers typically visit the resort seven times before seeking out more challenging mountains. As a result, Ski Butternut has made teaching first-timers to ski or snowboard one of its specialties. For this market, the resort bundles ski or board rentals, lift tickets, and also offers a wide range of individual and group lessons for all ages and abilities at a value price. Because Ski Butternut has trails for different skill levels, beginners can challenge themselves by changing trails within the resort once they feel confident. Ski Butternut also targets seniors and college students. Knowing that weekends are the busiest period, the resort offers special midweek prices to attract seniors who have free time to ski on weekdays. College students are particularly value-conscious, and they often travel to ski resorts as a group. As a result, Ski Butternut offers weekend and holiday discounts to bring in large numbers of students who would otherwise ski elsewhere. Thanks to Facebook, Twitter, and other social media, students quickly spread the word about special pricing, which enhances Ski Butternuts ability to reach this key segment. In addition, the resort highlights discount pricing for families when targeting specific segments, such as scout troops, military personnel, emergency services personnel, and members of local ski clubs. Another segment Ski Butternut has selected for marketing attention is ski racers. The resort features professional coaching, lessons, and programs for ski racers in the age group of 8 to 20. Sawyer notes that these ski racers are extremely dedicated to training, which means theyre on the slopes as often as possible, a positive for the resorts attendance and revenue. To stay in touch with racers, Ski Butternut has a special website and a dedicated Facebook page. Sawyer conducts up to 1,200 customer surveys every year to better understand who his customers are and what they need. He also compares the results with skiers who visit mountains of a similar size in other areas. Digging deeper, he analyzes data drawn from the ski shops rental business to build a detailed picture of customers demographics, abilities, and preferences. Based on this research, he knows that the typical family at Ski Butternut consists of two children under age 18 who ski or ride, and at least one parent who skis. Because they can obtain so much information from and about their customers, Sawyer and his team are able to make better decisions about the marketing mix for each segment. By better matching the media with the audience, they get a better response from advertising, e-mail messages, and other marketing communications. As one example, they found that 15 percent of the visitors to Ski Butternuts website were using a smartphone to access the site. Sawyer has now created a special version of the site specifically for mobile use and created a text-message contest to engage skiers who have smartphones.16 How is Ski Butternut applying behavioristic variables in its segmentation strategy? Explain your answer.
- DM Office Products (DMOP) is a wholesale supplier of office products with one facility in Pennsylvania. They have decided to build a new distribution warehouse in the state of New York to help serve the growing demand in that market. They have four major customers located in Buffalo, Syracuse, Albany, and New York City. Though New York City is the largest market, it also has the greatest competition and DMOP is not a major player there. When DMOP ships an order to a customer they use their own small fleet of two trucks to deliver, so the cost of delivery is essentially the same for a full or partially full truck. The expected number of annual shipments to each city and their coordinates on an x, y grid is shown in the following table. CITY Buffalo Syracuse Albany New York x-COORDINATES 370 1,465 2,345 2,320 y-COORDINATES 895 945 675 70 NUMBER OF SHIPMENTS 96 100 140 80 Use the centroid method to recommend a location for the new warehouse for DMOP (Round your answers to 1 decimal…Problem № 2 Solve the transport problem by using the method of the potentials if the following initial conditions are: Number of suppliers M = 3; number of consumers N = 4; Amount on hand at the suppliers a₁ = 25, a₂ = 30, a3 = 45 > Necessary amount of the consumers b₁ = 15; b₂ = 20; b₂ = 30; b₁ = 35 > Transport expenses c₁, (from S, (Supplyer) to C, (Consumer)): C₁₁ = 10; C12 = 5; C₁3= 6; C₁4 = 7; C21 = 8; C22 =2; C23 = 7; C24 = 6; C31 = 9; C32 = 3; C33 = 4; C34 = 8.Suppose there is a clothing manufacturer in Peru that regularly ships products to the US. The Peruvian manufacturer clothing for the US at a rate of 3,000 pounds every week. Shipments are sent from Peru to the US at periodic intervals. There is a fixed cost for each shipment of $2000. There is also a transportation cost that depends on the shipment size, using the transportation rates shown in the table below. Shipment size Rate in $/cwt <5,000 lbs 800 5,000 – 10,000 lbs 600 >10,000 lbs 300 a) Suppose there is also an inventory cost of $1 per pound for each week products are held by the manufacturer before they are sent. If the Peruvian manufacturer sends a shipment to the US every three weeks, then what would be the total annual cost? b) Now suppose the inventory cost is not known (it is not $1 per pound per week as in part a). If the Peruvian manufacturer was to send a shipment every five weeks (not as in part a), then how large can the…
- Dr Pepper bottles soft drinks that it distributes to retail outlets from ten warehouses in USA. A single bottling plant is located in Seattle. The product is shipped from the plant to the warehouses via trucks each of which possibly travels more than one warehouse in a trip. Dr Pepper outsources the transportation of the products to a third-party trucking company, DHL. DHL charges a fix fee of $500 plus a variable free of $0.80 per miles per a trip of a truck. For instance; if the length of a truck’s trip is 600 miles, then DHL charges 500 + 600*0.80 = $980 to Dr Pepper. The capacity of each truck is 36 pallets but transportation fee does not change if the all capacity is used or not. In a particular day the demands of the warehouses are as listed in the following table. Use Savings method to find the number of routes (trucks) needed, warehouses on the routes, and the sequence the truck should serve the warehouses based on the real distance matrix given below (assume the warehouses are…SRS Limited is a manufacturing company in Asia (China and India) specializing in bicycles that they sell to the USA, Canada, and Africa. Recently they acquired JAP Bicycle in Jamaica and supplying them with bikes and parts. They want to get in the automatic wheelchair for the physical challenge. SRS Limited contracted you as a transportation consultant to see their shipment from Asia to Canada, the East and West coast of the USA, Jamaica, and Africa. a. Differentiate the difference between intra-modal and inter-modal and why you will have recommended one over the other.Aubree Multinational Corporation is a large manufacturer and distributor of pharmaceuticalsupplies. It is based in the United States (New York-Headquarters), Trinidad, Jamaica and theUnited Kingdom. It sends supplies to various companies throughout the four countries. It marketsits supplies through periodic mass mailings of catalogues to those companies. Its clients can alsomake orders over the phone and they ship the supplies upon demand.The main competition for Aubree Multinational Corporation in the United States comes from oneU.S. firm and one Canadian firm. A British firm has a small share of the U.S. market but is at adisadvantage because of its distance. The British firm’s marketing and transportation costs in theU.S. market are relatively high. In Jamaica and Trinidad, they have approximately 80% of themarket share.a) Aubree Multinational Corporation plans to penetrate either the Canadian market or two otherCaribbean Countries (Haiti and Guyana). What factors deserve to be…
- Aubree Multinational Corporation is a large manufacturer and distributor of pharmaceuticalsupplies. It is based in the United States (New York-Headquarters), Trinidad, Jamaica and theUnited Kingdom. It sends supplies to various companies throughout the four countries. It marketsits supplies through periodic mass mailings of catalogues to those companies. Its clients can alsomake orders over the phone and they ship the supplies upon demand. The main competition for Aubree Multinational Corporation in the United States comes from oneU.S. firm and one Canadian firm. A British firm has a small share of the U.S. market but is at adisadvantage because of its distance. The British firm’s marketing and transportation costs in theU.S. market are relatively high. In Jamaica and Trinidad, they have approximately 80% of themarket share. Question 1 Given that one-third of the company sales are exports to the United Kingdom and invoices forexports are in US dollars, the demand for its exports is…Aubree Multinational Corporation is a large manufacturer and distributor of pharmaceuticalsupplies. It is based in the United States (New York-Headquarters), Trinidad, Jamaica and theUnited Kingdom. It sends supplies to various companies throughout the four countries. It marketsits supplies through periodic mass mailings of catalogues to those companies. Its clients can alsomake orders over the phone and they ship the supplies upon demand.The main competition for Aubree Multinational Corporation in the United States comes from oneU.S. firm and one Canadian firm. A British firm has a small share of the U.S. market but is at adisadvantage because of its distance. The British firm’s marketing and transportation costs in theU.S. market are relatively high. In Jamaica and Trinidad, they have approximately 80% of themarket share.a) Aubree Multinational Corporation plans to penetrate either the Canadian market or two otherCaribbean Countries (Haiti and Guyana). What factors deserve to be…Suppliers A, B, and C supply components to three plants -- F, G, and H via two transshipment facilities -- T1 and T2. It costs $4 to ship from T1 regardless of final destination and $3 to ship to T2 regardless of supplier. Shipping to T1 from A, B, and C costs $3, $4, and $5, respectively, and shipping from T2 to F, G, and H costs $10, $9, and $8, respectively. Suppliers A, B, and C can provide 200, 300 and 500 units respectively and plants F, G, and H need 350, 450, and 200 units respectively. The Logistics Manager has come to you for help. Answer the following question: Which of these is not an element of the objective function? Group of answer choices 4D-T1 600T1 9T2-G 3C-T2 Plz do fast asap