Assignment homework 2 - Management
2000 words
APA references citation
within 24 hours please
BEM3033
BEM3033
UNIVERSITY OF EXETER
BUSINESS SCHOOL
AUGUST 2021
STRATEGIC MANAGEMENT
Module Convenor: Michael Mathews
Intended duration of paper: 3 weeks
Duration: Coursework Assessment: 2,000 words excluding references (+/-10\%)
Answer ALL of the questions on the following page
Materials to be supplied:
None
Materials to be supplied on request:
None
Due Date: 9th August 2021
Page 2 of 2 BEM3033
This assessment for BEM3033 concerns the international hotel and accommodations
firm InterContinental Hotel Group (IHG). You have been provided with a detailed case
study of the firm. Using the information in the case study you must provide a 2,000
word (+/- 10\%) management report that contains the following three specific sections:
i) Using module models, produce a Situational Analysis describing IHG’s current
competitive environment, identifying what you consider to be the complex but
tractable problems and truly wicked or soft problems currently facing IHG and the
wider International Hotel Industry. ILOs 1, 2 & 6.
(30 marks)
ii) Provide a detailed critical assessment of IHG’s core and functional competences,
commenting on IHG’s preparedness for countering the identified critical factors. ILOs
3 & 4.
(35 marks)
iii) From your response to question one (i) above, provide a recommendation for ONE
business, corporate or international strategy that IHG should focus on. Provide a full
and detailed justification for the option and a brief discussion of the implications for
IHG’s functional capabilities to explain how this strategy will be implemented. ILO 4 &
5.
(35 marks)
Guidance note: The management report that you produce must be aimed at a Board level
audience within the InterContinental Hotel Group. Hence you can assume the readers have
detailed knowledge of the firm and that repetition of detail from the case study is not
required.
END OF PAPER
Page 1 of 17
Case Study
The InterContinental Hotel Group
The Intercontinental Hotel Group (IHG), is the very recent face of a long history of corporate mergers,
acquisitions and takeovers. The roots of IHG go as far back as 1777 with the founding of Bass Brewery
in Burton Upon Trent by William Bass. Bass who had originally ran a dray operators’ business,
transporting beer from breweries to public houses through the early 1770’s, discovered that the
natural spring waters in Burton Upon Trent, were ideal for producing pale ales. On selling his dray
business to the Pickford family, William Bass found that the pale ale he brewed was becoming popular.
So popular that within a short period of time he was exporting the pale ale all over the world. In 1888,
William Bass patented the famous red triangle trademark which is credited as one of the world’s first
registered trade-mark.
By 1877 Bass Breweries were brewing over 1,000,000 barrels of beer
annually, transporting their beer throughout the British Empire and beyond.
Throughout the early 20th century, Bass continued to expand and grow its
empire, purchasing breweries across the United Kingdom. In 1996, Bass
merged with Charrington United Breweries to become Bass Charrington, the
biggest brewing company in the UK and one of the largest breweries in the
world.
The Beers Orders.
By the end of the 1980’s, the UK beer brewing and retail distribution industry was dominated by six
companies; Bass, along with Whitbread, Grand Metropolitan, Courage, Scottish and Newcastle and
Allied Breweries. A Competition Commission enquiry was initiated to investigate complaints of price
fixing and anti-competitive practices amongst the breweries that controlled their own public house
outlets; or tied houses. The commission found that the vertical integration adopted by large breweries
was indeed anti-competitive and unfairly limited consumer choice by restricting market entry to new
breweries. As a result, legislation, otherwise known as the Beer Orders, limited brewery-public house
ownership to a maximum of 2000 public houses per brewery and allowed tied public houses to offer
beers and other alcoholic drinks brewed by third party organisations.
Page 2 of 17
Holiday Inn
In 1988, in an attempt to diversify its business and reduce the impact of the Beer Orders on
shareholders, Bass Breweries bought the American owned Holiday Inns organisation. The Holiday Inn
company was founded in the US state of Tennessee by Kemmon Wilson, a native of Tennessee who
believed that the roadside motel segment of the accommodation industry could be improved with a
standardised management and operations structure. Established in 1952 with the aim of providing
clean, family friendly and easily accessible accommodation, Holiday Inn grew rapidly from its humble
beginnings of 1 hotel in 1952 to over 1,000 Holiday Inns’ by 1968.
In the late 1960’s Holiday Inn began franchising its business model and
expanding into healthcare and nursing home accommodations, TV shows
and theme park accommodation. The 1980s saw Holiday Inn as a
profitable organisation with its brands, Embassy Suites, Crowne Plaza,
Homewood Suites, Hampton Inns and the casino hotels Harrah’s
Entertainment with over 2000 properties.
While Holiday Inn brands; Embassy Suites, Homewood Suites and Hampton Inns were retained by the
original shareholders, Bass added to the Holiday Inn portfolio with the brands Holiday Inn Staybridge
and Holiday Inn Express.
Pan American Airlines and InterContinental Hotel Group.
Juan Trippe, an American entrepreneur who founded Pan American Airlines in 1927 as an international
passenger airline company, developed the Intercontinental Hotel Group in 1947 with the opening of
the luxury Belem Hotel in Brazil. Trippe saw the hotel brand as a means of providing accommodation
for airline passengers in many of its national and international destinations. At that time, airline travel
was afforded by business travellers and the wealthier classes’, so the InterContinental brand was
positioned as a luxury hotel experience.
Throughout the 1950’s and 1960’s Trippe canvassed the Civil Aeronautics Board, who regulated US
domestic airline routes, to allow Pan Am to access and compete for internal routes, but was
continually blocked by American Airlines, United Airlines and other domestic operators. Following the
oil crisis of the early 1970s, Pan Am struggled with the increasing cost of operating. This was
compounded by the de-regulation of the US and Global Airline Industry in 1978, with Pan Am finding
itself having to compete for its international routes against other American airline companies. With
an accumulated 10-year loss of $350 million and debts approaching $1 billion, the then Pan Am
President William T. Seawell, a former American Airlines Vice President, sold the Intercontinental
Hotels holding company to Grand Metropolitan, for $450m in an effort to restructure and turnaround
the company.
Grand Metropolitan, a UK based brewing, gaming and hotel conglomerate, on later merging with
Guinness (and forming Diageo), sold IHG to a Japanese finance company Saison who retained the hotel
head office in London. On implementing a portfolio restructuring exercise in 1997, Saison placed the
IHG group up for sale again. Despite a heavily contested bidding, by Marriott group and Ladbrooks
plc and Hilton Hotels consortium, IHG’s 215 hotels (a combination of owned, leased and operated in
partnership), sold the hotel group to Bass Breweries in 1998 for $2.5bn.
Six Continents.
In 2000, Bass sold off the remainder of its brewing properties and the rights to its trade name and
marque to the Belgium brewer, Interbrew, now Anheuser-Busch InBev, while retaining its hotel brand
Page 3 of 17
and the remaining pub holdings owned in the UK and the USA. In 2001, Bass changed its name to Six
Continents.
In 2001, Six Continents continued to focus on aggressive expansion. That same year, Six Continents
bought the Posthouse Hotels Group, comprising 79 hotels, from the UK based contract catering giant,
Compass Catering for £810m; rebranding those hotels to Holiday Inn. In 2003, Six Continents de-
merged its public house business into Mitchell and Butlers, with the remaining hotel and soft drinks
business (i.e. Britvic), being renamed as Intercontinental Hotel Group (IHG).
InterContinental Hotels Group
Following the announcement in October 2002 of the separation of Six Continents, IHG initiated a major
restructuring. The focus was on four key areas in order to improve their operating performance. These
included:
• redesigning the organisation to align it behind the new strategic priorities and speed up
decision making;
• changing the management to ensure the right people were in the right jobs;
• reducing the cost base through eliminating unnecessary work and streamlining processes;
• optimising capital deployment through a rigorous hotel by hotel review to determine
appropriate levels of ownership and capital expenditure and customer focus.
This change programme coincided with probably the second most difficult period experienced by the
hotel industry in living memory. Sluggish economies around the world, the threat of war in Iraq
followed by war, the advent of Severe Acute Respiratory Syndrome (‘SARS’) and the reluctance of
Americans to travel, particularly to France, all contributed to low levels of economic growth.
IHG Business Model and Portfolio Development
The intended aim of restructuring was to achieve an agile and responsive business model. This
involved the divestment of hotels considered not to fully reflect the IHG market positioning and
included a process of ‘sell and lease back under arrangement’. Using a combination of direct
ownership and management, franchise agreement, and manage and operate, IHG moved to a more
‘asset light’ business model, an increasingly common business model in the hotel industry.
This model comprised of three forms. In the managing and operating model, IHG would be contracted
by owners of the hotel, to operate and manage the property. This ensured that construction
companies and Retail Enterprise Investment Trusts (REITs) retain assets that appreciate in value while
not having the responsibility for operating the property. Alternatively, IHG would sell off their owned
hotel properties to investment speculators and would then be contracted by the investment
speculators to operate and run the hotel under the appropriate IHG brand.
In a typical franchise agreement, hotel owners contracted with IHG to promote their hotel through
the IHG brand. Observing IHG’s quality management and operations systems will form the basis of
the contractual agreement, with IHG promoting the hotel as part of its overall product brand portfolio.
The current portfolio consists of hotels occupying 4 distinct market segments:
• The Suites portfolio comprises of Staybridge Suites, Atwell Suites, Candlewood Suites, and
Holiday Inn Club Vacations. The suites concept was aimed at a ‘home away from home’ theme
that provided the guest with a first-class self-catering, extended stay facility.
• The Essentials portfolio comprises of Holiday Inn, Holiday Inn Express and Avid Hotels. The
provision here was based on functionality with a ‘work away from home’ theme. This
Page 4 of 17
encompassed a key developmental phase of IHG’s Guest Reservation System (GRS), enabling
hotels to tailor stays for guests and enable them to purchase differentiating experiences.
• The Premium portfolio comprises Voco Hotels, Crown Plaza Hotels and Resorts, EVEN Hotels
and the HUALUXE Hotels and Resorts. These hotels generated the highest revenue earning
capability, providing the most flexible of brands for owners, with diverse markets ranging from
the 470-room in Dubai to the 50-room Franklin Hotel in Manhattan. This focussed on
enhancing the originality of an existing property and, when it made its debut in the Americas,
it generated significant momentum.
• The Luxury and Lifestyle range of hotels included the Six Senses Hotels Resorts and Spas,
Regen Hotels, InterContinental Hotels and Resorts, Hotel Indigo and Kimpton Hotels &
Restaurants. The focus was ensuring that property retained a distinct character but that the
properties all offered engaging service and distinctive local personalities. Every property had
a spa-inspired bathroom, inviting guest rooms, complimentary Wi-Fi, 24-hour business
services, 24-hour fitness centres, creative meeting space, and an onsite bar/restaurant
focused on local flavours.
In 2005, the IHG Board of Directors commissioned a benchmark study to compare IHG’s CSR activities
and performance with a number of companies. At that time, the CSR performance of a number of
international companies outside the hotel sector raised public concerns around slave labour and poor
environmental practices. The benchmark study results raised concerns motivating IHG into:
• conducting a thorough internal and external stakeholder analysis from which to develop an
appropriate CSR strategy that reduced risks and enabling them to maximise opportunities;
• reviewing their business ethics policy across all business units;
• developing a Group-wide environmental policy and practice;
• reviewing the way data is gathered and reported, especially in the areas of energy efficiency
and human resources; and
• developing training and communication systems to implement the revised CSR strategy
By the end of 2005, IHG had taken the Britvic segment to IPO, retaining the controlling share. They
had also sold the major interest in 144 hotels, generating aggregate proceeds for the group of £2.5bn.
Of the 144 hotels sold, 126 remained within the brand. A further 31 hotels owned by IHG were on the
market expecting to achieve £0.6bn. They had also achieved the distinction of being the world’s
largest international hotels group with a further 186,000 rooms in pipeline and a loyalty programme,
developed in 2002, as the largest in the industry.
IHG Process and Concept Innovation
With the launch of the Hotel Indigo brand in 2004, IHG marked a distinct move away from the
traditional large-scale luxury hotel. The Indigo concept was aimed at providing local experiences in
boutique hotels in city centres. The brand has proved particularly popular in the Americas.
Green Engage launched in 2009, was designed to help hotels reduce energy costs, with hotels
achieving energy savings of up to 25\%. The system, which received a LEED (Leadership in Energy and
Environmental Design) endorsement, allows hotels to track, measure and report on their energy,
water and waste, and recommends actions that will cut energy bills without compromising the guest
experience. Over 1,500 IHG hotels use Green Engage with 2,000 individual registered users. Energy
is the second biggest cost to the hotel industry with the average IHG hotel spending over $500,000 on
energy usage each year.
Page 5 of 17
In 2015, IHG launched content-rich websites for five brands which provide a more engaging
booking experience. Their award-winning mobile app piloted Mobile Folio a feature that enabled
guests to view hotel bills in real time and to make in-stay service requests.
In April 2015, IHG launched the second phase of its strategic relationship with Amadeus; a global
company specialising in airline scheduling, hotel reservations and data management. The aim was to
develop a next-generation, cloud-based Guest Reservation System (GRS) to replace IHG’s HOLIDEX,
IHG’s proprietary reservation system. The state-of-the-art guest reservation solution will be a first for
the hotel industry:
“Technological innovation is fundamental to driving superior experiences for our
guests before, during and after they stay with us,” said Richard Solomons, CEO of IHG.
“IHG has a long track record of innovating through technology to ensure we meet the
needs of current and future guests, starting with being the first company to offer
online bookings, having the highest rated app in the hotel and travel industry, and
offering mobile check-in and check-out. Our collaboration with Amadeus will build on
this heritage and will enable IHG to shape the future technological foundations of our
industry. The next-generation guest reservation system we will create with Amadeus
will deliver a powerful global platform for hotels to manage guest interaction, will be
intuitive for hotel teams, and will help us accelerate our work to revolutionize and
personalize the guest experience through technology.
(Source: https://www.hotelmanagement.net, 2015)
IHG and the Global Hotel Industry
As of 2020, of IHG’s 886,000 hotel rooms, 71\% were franchised with 28\% managed and 1\% owned or
leased. 514,000 (58\%) rooms were located in the Americas with 228,000 (26\%) located in EMEAA
countries and 144,000 (16\%) located in Greater China. Of the 886,000 rooms worldwide, 10\%
constituted the luxury provision with 22\% aimed at the Upscale market segment and 68\% occupying
the midscale/Upper Midscale market segments.
Figure 1. Owned & Leased, Franchised and Managed Hotels, 2008 – 2019. Source: Statista IHG Profile, 2020
3,585 3,799 3,783 3,832 3,934 3,977
4,096 4,219 4,321 4,433
4,615 4,870
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2008 2009 2010 2011 2012 2013 2014 2015 2016 2017 2018 2019
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Page 6 of 17
Figure 2. IHG growth by rooms, 2008 – 2019. Statista, IHG Company Profile. 2020.
Pipeline rooms are those hotel rooms either currently under construction or in the process of being
contractually negotiated., As of 01/01/2021, IHG had 272,000 rooms in the construction pipeline.
93,000 of those room (34\%) are located in Greater China, with 103,000 rooms (38\%) in the Americas
and 76,000 rooms (28\%) in Europe, the Middle East, Africa and Asia (EMEAA).
Figure 3: Hotel pipeline construction projects, Worldwide 2021. Statista. Hotel Industry Profile. 2020.
Average Daily Rates (ADR) in the Hotel Industry tends to change throughout the year as they are
closely linked to hotel occupancy rates. When the demand for rooms is high, the ADR increases,
maximising revenue generation for the hotel (revenue management). Specific regions are visited more
frequently during certain times of year. For instance, hotel rooms in the Americas were rented more
frequently during the summer months, compared to the colder winter months in 2019.
54,736 56,121
58,429 57,598 57,314
60,103 61,235
62,040 63,650
65,998
69,281 70,981
0
10,000
20,000
30,000
40,000
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60,000
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2008 2009 2010 2011 2012 2013 2014 2015 2016 2017 2018 2019
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United States China United Kingdom Indonesia Germany
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Page 7 of 17
While the number of worldwide rooms available was quick to recover following the 2008 recession,
the average daily room rate (ADR) charge remained fairly consistent until 2014 when all markets
except the Americas market began to falter early into 2019.
As a result of the coronavirus (COVID-19) pandemic the hotel industry has taken a hit in 2020. In May
2020, the ADR of hotels in Europe was 85.49 U.S. dollars. Daily hotel prices were lowest in the Asia
Pacific region during the same month.
Prior to the coronavirus (COVID-19) pandemic, the global forecast for ADR was for an increase through
2020 in to 2022. Asia`s rates were predicted to be higher than the global average, increasing by about
three percent. Latin America was expected to see a smaller increase of about 1\%, due to the more
modest growth in demand within this region.
Figure 4: ADR of the hotel industry worldwide 2008-2019, by region. Statista. Hotel Industry Profile. 2020.
The occupancy rate of a hotel is the percentage of available rooms that are occupied or being rented
over a given time. Occupancy, along with average daily rate (ADR) and revenue per available room
(RevPAR), are important indicators of a hotel`s performance. The hotel industry in the United States
accounted for 218 billion U.S. dollars in revenue in 2018.
While the ADR declined, the occupancy percentage rate for hotels worldwide saw a steady increase
representing both an increased demand for rooms and stiff competition to attract hotel guests.
As a result of the coronavirus (COVID-19) pandemic the hotel industry saw an immediate decline in
2020. In May 2020, the hotel occupancy rate in Europe saw the most dramatic effects of the virus,
with occupancy rates of just 13.3 percent - compared to the previous year this figure was 82.3 percent
lower.
60
80
100
120
140
160
180
2008 2009 2010 2011 2012 2013 2014 2015 2016 2017 2018 2019
A
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.S
.
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Asia Pacific Americas Europe Middle East / Africa
Page 8 of 17
Figure 5: Occupancy rate of the hotel industry worldwide 2008-2019, by region. Statista. Hotel Industry Profile. 2020.
In its annual report for 2020, IHG reported a halving of group revenues of $2.39 billion while revenue
per available room fell by 52.5 per cent, with the UK down 65 per cent, because of hotel closures
and travel restrictions.
The Europe and Middle East region was the worst performer in the final quarter, with revpar down
by 70.5 per cent, while Greater Chinas recovery was more advanced, with revpar lower by 18.2 per
cent. The Americas fell by 49.5 per cent, buoyed by the domestic focus of the Holiday Inn brand. In
an interview with the Financial Times, Keith Barr, the current CEO stated:
Covid-19 had taken a heavy toll on demand across the sector and the return
to pre-pandemic levels would be a multi-year process, depending on the
progress of global vaccine rollouts and the lifting of restrictions. He said
that the company had continued to outperform the industry in its key
markets it had made an operating profit last year of $219 million, down 75
per cent on 2019. This has been the toughest time this company has ever
seen.
The pre-tax loss for the year of $-207 million compared with a pre-tax profit in 2019 of $427 million
meant that there was no dividend. The group said that it had started a review into the future of
approximately 200 Holiday Inn and Crowne Plaza hotels that are at risk because of customer
satisfaction and property condition issues.
IHG has a global workforce of about 350,000 people, mostly employed by its hotel partners, although
as recently as December it was quoting a figure of 400,000. That implies job losses of 50,000, although
Barr stated that ‘many would eventually be brought back’. Several of its hotels in London, including
its premium Park Lane property, remain closed. In an interview with CNBC (Keith Barr CNBC 12/8/20),
Barr stated The hotel industry will not go back to full employment for three years, I would estimate,.
Its overall hotel portfolio for the year grew by 0.3 per cent, slower than the 2.9 per cent growth in the
third quarter. IHG signed 56,000 new rooms in 360 hotels, a year-on-year decline of 43 per cent, lifting
the total to 272,000 rooms in 1,815 hotels.
Shares of IHG, which have proved resilient over the past year, fell by 86p, or 1.6 per cent, to £52.26
Source: Times Newspapers Limited. 24 February 2021
50\%
55\%
60\%
65\%
70\%
75\%
2008 2009 2010 2011 2012 2013 2014 2015 2016 2017 2018 2019
O
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Asia Pacific Americas Europe Middle East / Africa
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Page 9 of 17
Future Hotel Trends.
A number of key trends are significantly impacting the Hotel Industry. Developments in digital
technology, combined with evolving and ever-changing consumer needs, are transforming guest
behaviours and creating a more dynamic competitive environment.
Technology continues to have a multifaceted and substantial impact on the industry. The prevalence
of mobile devices and the accessibility of the Internet continue to change how guests engage with,
and what they expect from, accommodation providers across the entire guest journey. Technology is
enabling guests to book their travel with greater control and immediacy and share their travel
experiences in more practical and engaging ways.
A growing number of guests now book their rooms within 24 hours of their arrival. Enabled by
technology, travel companies, hotels, review sites and online travel agents have been able to grow
their presence online, providing travellers globally with access to compelling content, price
transparency and the ability to compare a wealth of travel options. Technology is fuelling the growth
of alternative lodging providers, who have also been effective at opening up a large supply of private
urban accommodation by developing and marketing online distribution platforms. As Apple Pay made
booking travel on mobile devices easier – threats to established players have emerged and continued
to establish a strong presence and powerful impact. As younger travellers become loyal to their ‘over
the air’ booking application, in lieu of an airline or hotel, it makes securing regular and repeat
customers difficult. Airbnb, in particular, has had a direct impact on hotel occupancy rates with 193
million nights booked and gross revenue of $3,300m for the year ending 31/12/2020.
While Airbnb poses a significant competitive threat to the industry as a whole, hotel booking apps
present an increasingly significant threat to the REVPar and ADR achieved by traditional hotel
businesses. Apps such as Hotel Tonight, Hotel.com, Booking.com, and others, provide an up-to-the-
minute view of hotel room charges, so guests are able to choose the hotel stays that present the
cheapest available rate. Room pricing capabilities are now at the forefront of competitive rivalry and
form a key strategic resource for hotels because the Internet has made price transparent and yield
management more challenging as a result.
AI, robot concierge and check in, VR room experiences and in room voice activated controls provide
cutting edge guest experiences while advances in big data and data analytics are enabling hotel
companies to develop richer insights into guest needs, providing more personalised services and
tailored offers. However, the threat of cyber-crime is continuing to increase, placing greater demands
on cybersecurity and information and data management systems, with global organisations at
greatest risk.
Page 10 of 17
Exhibit 1
InterContinental Hotel Group Income Statement
(Please see ELE for spreadsheet version)
Period End Date 2020 2019 2018 2017 2016
Annual Income Statement: (GBP)
Net Sales or Revenue 1,866,878,290 3,626,917,472 3,252,576,567 3,164,256,899 1,271,029,433
Cost of Goods Sold 1,483,209,067 2,651,796,371 2,428,370,515 2,290,689,043 437,263,770
Depreciation and Amortization 85,779,704 90,927,691 86,245,401 60,567,371 71,148,003
Gross Income 297,889,519 884,193,410 737,960,651 813,000,485 762,617,660
Selling, General and Administrative Expense 253,440,035 258,673,604 233,237,563 261,682,104 243,830,136
Operating Income 44,449,484 625,519,806 504,723,088 551,318,381 518,787,524
Unusual Expense (Income) – Net 172,339,224 117,578,911 81,745,641 53,578,828 21,492,626
Nonoperating Income (Net) - Total 32,752,252 13,325,606 14,249,240 68,332,419 11,116,880
Interest Expense 112,293,431 94,063,129 74,996,001 59,014,362 68,924,628
Pretax Income 207,430,919- 427,203,372 362,230,686 507,057,610 439,487,150
Income Taxes 15,596,310- 122,282,067 98,994,721 89,298,047 128,955,756
Equity in Earnings of Affiliated Companies 10,917,417 2,351,578- 749,960- 2,329,514 1,482,250-
Consolidated Net Income 202,752,026- 302,569,727 262,486,004 420,089,077 309,049,144
Minority Interest 783,859 749,960 776,505 2,223,375
Net Income Before Extraordinary Items 301,785,868 261,736,044 419,312,572 306,825,769
Net Income 202,752,026- 301,785,868 261,736,044 419,312,572 306,825,769
EPS (Operational) 0- 2 2 2 2
Earnings per Share (Basic) 1- 2 1 2 2
Earnings per Share (Diluted) 1- 2 1 2 2
Earnings Per Share - As Reported 1- 2 1 2 2
Earnings per Share (Fully Diluted) 1- 2 1 2 2
EPS (Fiscal Year) 1- 2 1 2 2
Earnings Per Share After Extraordinary Items 1- 2 1 3 2
Earnings Per Share from Continuing Operations - Fiscal 1- 2 1 2 …
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Subset 2. Indigenous Entrepreneurship Approaches (Outside of Canada)
a. Indigenous Australian Entrepreneurs Exami
Calculus
(people influence of
others) processes that you perceived occurs in this specific Institution Select one of the forms of stratification highlighted (focus on inter the intersectionalities
of these three) to reflect and analyze the potential ways these (
American history
Pharmacology
Ancient history
. Also
Numerical analysis
Environmental science
Electrical Engineering
Precalculus
Physiology
Civil Engineering
Electronic Engineering
ness Horizons
Algebra
Geology
Physical chemistry
nt
When considering both O
lassrooms
Civil
Probability
ions
Identify a specific consumer product that you or your family have used for quite some time. This might be a branded smartphone (if you have used several versions over the years)
or the court to consider in its deliberations. Locard’s exchange principle argues that during the commission of a crime
Chemical Engineering
Ecology
aragraphs (meaning 25 sentences or more). Your assignment may be more than 5 paragraphs but not less.
INSTRUCTIONS:
To access the FNU Online Library for journals and articles you can go the FNU library link here:
https://www.fnu.edu/library/
In order to
n that draws upon the theoretical reading to explain and contextualize the design choices. Be sure to directly quote or paraphrase the reading
ce to the vaccine. Your campaign must educate and inform the audience on the benefits but also create for safe and open dialogue. A key metric of your campaign will be the direct increase in numbers.
Key outcomes: The approach that you take must be clear
Mechanical Engineering
Organic chemistry
Geometry
nment
Topic
You will need to pick one topic for your project (5 pts)
Literature search
You will need to perform a literature search for your topic
Geophysics
you been involved with a company doing a redesign of business processes
Communication on Customer Relations. Discuss how two-way communication on social media channels impacts businesses both positively and negatively. Provide any personal examples from your experience
od pressure and hypertension via a community-wide intervention that targets the problem across the lifespan (i.e. includes all ages).
Develop a community-wide intervention to reduce elevated blood pressure and hypertension in the State of Alabama that in
in body of the report
Conclusions
References (8 References Minimum)
*** Words count = 2000 words.
*** In-Text Citations and References using Harvard style.
*** In Task section I’ve chose (Economic issues in overseas contracting)"
Electromagnetism
w or quality improvement; it was just all part of good nursing care. The goal for quality improvement is to monitor patient outcomes using statistics for comparison to standards of care for different diseases
e a 1 to 2 slide Microsoft PowerPoint presentation on the different models of case management. Include speaker notes... .....Describe three different models of case management.
visual representations of information. They can include numbers
SSAY
ame workbook for all 3 milestones. You do not need to download a new copy for Milestones 2 or 3. When you submit Milestone 3
pages):
Provide a description of an existing intervention in Canada
making the appropriate buying decisions in an ethical and professional manner.
Topic: Purchasing and Technology
You read about blockchain ledger technology. Now do some additional research out on the Internet and share your URL with the rest of the class
be aware of which features their competitors are opting to include so the product development teams can design similar or enhanced features to attract more of the market. The more unique
low (The Top Health Industry Trends to Watch in 2015) to assist you with this discussion.
https://youtu.be/fRym_jyuBc0
Next year the $2.8 trillion U.S. healthcare industry will finally begin to look and feel more like the rest of the business wo
evidence-based primary care curriculum. Throughout your nurse practitioner program
Vignette
Understanding Gender Fluidity
Providing Inclusive Quality Care
Affirming Clinical Encounters
Conclusion
References
Nurse Practitioner Knowledge
Mechanics
and word limit is unit as a guide only.
The assessment may be re-attempted on two further occasions (maximum three attempts in total). All assessments must be resubmitted 3 days within receiving your unsatisfactory grade. You must clearly indicate “Re-su
Trigonometry
Article writing
Other
5. June 29
After the components sending to the manufacturing house
1. In 1972 the Furman v. Georgia case resulted in a decision that would put action into motion. Furman was originally sentenced to death because of a murder he committed in Georgia but the court debated whether or not this was a violation of his 8th amend
One of the first conflicts that would need to be investigated would be whether the human service professional followed the responsibility to client ethical standard. While developing a relationship with client it is important to clarify that if danger or
Ethical behavior is a critical topic in the workplace because the impact of it can make or break a business
No matter which type of health care organization
With a direct sale
During the pandemic
Computers are being used to monitor the spread of outbreaks in different areas of the world and with this record
3. Furman v. Georgia is a U.S Supreme Court case that resolves around the Eighth Amendments ban on cruel and unsual punishment in death penalty cases. The Furman v. Georgia case was based on Furman being convicted of murder in Georgia. Furman was caught i
One major ethical conflict that may arise in my investigation is the Responsibility to Client in both Standard 3 and Standard 4 of the Ethical Standards for Human Service Professionals (2015). Making sure we do not disclose information without consent ev
4. Identify two examples of real world problems that you have observed in your personal
Summary & Evaluation: Reference & 188. Academic Search Ultimate
Ethics
We can mention at least one example of how the violation of ethical standards can be prevented. Many organizations promote ethical self-regulation by creating moral codes to help direct their business activities
*DDB is used for the first three years
For example
The inbound logistics for William Instrument refer to purchase components from various electronic firms. During the purchase process William need to consider the quality and price of the components. In this case
4. A U.S. Supreme Court case known as Furman v. Georgia (1972) is a landmark case that involved Eighth Amendment’s ban of unusual and cruel punishment in death penalty cases (Furman v. Georgia (1972)
With covid coming into place
In my opinion
with
Not necessarily all home buyers are the same! When you choose to work with we buy ugly houses Baltimore & nationwide USA
The ability to view ourselves from an unbiased perspective allows us to critically assess our personal strengths and weaknesses. This is an important step in the process of finding the right resources for our personal learning style. Ego and pride can be
· By Day 1 of this week
While you must form your answers to the questions below from our assigned reading material
CliftonLarsonAllen LLP (2013)
5 The family dynamic is awkward at first since the most outgoing and straight forward person in the family in Linda
Urien
The most important benefit of my statistical analysis would be the accuracy with which I interpret the data. The greatest obstacle
From a similar but larger point of view
4 In order to get the entire family to come back for another session I would suggest coming in on a day the restaurant is not open
When seeking to identify a patient’s health condition
After viewing the you tube videos on prayer
Your paper must be at least two pages in length (not counting the title and reference pages)
The word assimilate is negative to me. I believe everyone should learn about a country that they are going to live in. It doesnt mean that they have to believe that everything in America is better than where they came from. It means that they care enough
Data collection
Single Subject Chris is a social worker in a geriatric case management program located in a midsize Northeastern town. She has an MSW and is part of a team of case managers that likes to continuously improve on its practice. The team is currently using an
I would start off with Linda on repeating her options for the child and going over what she is feeling with each option. I would want to find out what she is afraid of. I would avoid asking her any “why” questions because I want her to be in the here an
Summarize the advantages and disadvantages of using an Internet site as means of collecting data for psychological research (Comp 2.1) 25.0\% Summarization of the advantages and disadvantages of using an Internet site as means of collecting data for psych
Identify the type of research used in a chosen study
Compose a 1
Optics
effect relationship becomes more difficult—as the researcher cannot enact total control of another person even in an experimental environment. Social workers serve clients in highly complex real-world environments. Clients often implement recommended inte
I think knowing more about you will allow you to be able to choose the right resources
Be 4 pages in length
soft MB-920 dumps review and documentation and high-quality listing pdf MB-920 braindumps also recommended and approved by Microsoft experts. The practical test
g
One thing you will need to do in college is learn how to find and use references. References support your ideas. College-level work must be supported by research. You are expected to do that for this paper. You will research
Elaborate on any potential confounds or ethical concerns while participating in the psychological study 20.0\% Elaboration on any potential confounds or ethical concerns while participating in the psychological study is missing. Elaboration on any potenti
3 The first thing I would do in the family’s first session is develop a genogram of the family to get an idea of all the individuals who play a major role in Linda’s life. After establishing where each member is in relation to the family
A Health in All Policies approach
Note: The requirements outlined below correspond to the grading criteria in the scoring guide. At a minimum
Chen
Read Connecting Communities and Complexity: A Case Study in Creating the Conditions for Transformational Change
Read Reflections on Cultural Humility
Read A Basic Guide to ABCD Community Organizing
Use the bolded black section and sub-section titles below to organize your paper. For each section
Losinski forwarded the article on a priority basis to Mary Scott
Losinksi wanted details on use of the ED at CGH. He asked the administrative resident