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Information about Canada and its colonial legacy

Course Name: Indigenous Business Management. Assignment: Individual Reflection Assignment to reflect everything learned throughout the course. Write a one page reflection about what you learned, not only about Indigenous peoples In Canada but also how it relates to your experiences from your home country, which is India, and also as an international student studying in Canada. How are you changing with this information about Canada and its colonial legacy? 

How have the experiences changed you? What insights and experiences led to your change overtime? What lessons have you learned that add different dimensions to your story. 

Describe the evolution of your learning journey and reflect on the changes you would like to influence in business. 

Consider the following questions to guide your story:

  • What do I know now that I didn’t know before beginning this class?
  • How does this shift or change your perspective?
  • What does this learning mean to you?
  • How does your story relate to the future of reconciliation and Call to Action #92?

Submission requirements

  • Reflective examination using 2-3 linkages between course materials and themes that demonstrate your learning journey in understanding Indigenous peoples and Canadian business.
  • One page typed and single spaced.
  • When talking about course themes use third person (he, she, they) and personal comments in first person (I).

THE ASSIGNMENT INSTRUCTIONS AS WELL AS THE COURSE MATERIAL TO REFER TO IS ATTACHED WITH THE QUESTION. PLEASE MAKE SURE THAT THE REFLECTION REPORT IS BASED ON THE COURSE MATERIAL PROVIDED AND LINKED PERSONALLY your experiences from your home country, which is India, and also as an international student studying in Canada.

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Banff National Park of Canada Reducing Energy Consumption

Banff National Park of Canada Reducing Energy Consumption – Helping the Environment Established in 1885, Banff National Park is the birthplace of Canada’s parks system and part of the Canadian Rocky Mountain Parks World Heritage Site. The park spans 6641 square kilometres of valleys, mountains, glaciers, forests, meadows and rivers in southwest Alberta. Part of a complex chain of national, provincial and territorial parks and wilderness areas, which total 5 million acres set aside for posterity, the site is one of the world’s largest protected domains.

In July 2002, Banff became the first national park in Canada to sign an energy performance contract (EPC) with an energy service company (ESCO) aimed at improving the energy efficiency of 88 of its buildings over 10 years.

The process began in December 2000 when the Parks Canada Agency issued a request for proposal (RFP) to improve the energy efficiency of its buildings at Banff.

The Federal Buildings Initiative (FBI), a program within Natural Resources Canada’s Office of Energy Efficiency, worked with Parks Canada to assess possible energy efficiency opportunities and any preliminary work required to deliver the improvements.

Both parties determined that an EPC could help update Banff National Park’s infrastructure and enhance the energy management practices of its operations, thereby reducing its energy and water consumption and greenhouse gas (GHG) emissions. August 2008 The Federal Buildings Initiative “Without help from the FBI, the Banff National Park project could not have moved forward. If internal funding had been available, we may have been able to implement single technology retrofits over a number of years.

But the FBI program allowed us to realize a comprehensive project within a short number of years and without any capital outlay.” – Don Sears, Chief, Visitor Services, Banff National Park of Canada, Parks Canada 40% 50% 30% 20% 10% 0% Lighting Retrofit Electrical and Mechanical*HVAC Controls Building EnvelopeAppliances Energy Service Companies The ESCO provides the skills and technical expertise to successfully manage energy retrofits.

Working closely with the client organization, the ESCO defines the goals and objectives of the EPC project and draws up a comprehensive project design that identifies savings opportunities and potential obstacles.

The Banff National Park project included some unique challenges for MCW:

large swings in park visits fire risks throughout the year, which impact water use and park visits the dynamic nature of the park due to weather conditions and a changing climate the sensitivity to managing retrofits in historic government structures, such as the administrationbuildings Project Highlights Banff National Park awarded a 10-year, $506,426 comprehensive energy efficiency project to MCW Custom Energy Solutions Ltd.

in 2001, and signed the EPC the following year.

The construction phase of the project was completed in 2003. MCW is currently monitoring the project.

The project focused on updating 88 out of its 200 buildings at the park. Each spans about 65 to 135 square metres (m 2), totalling 20 119 m 2in floor space. Several types of buildings were retrofitted, including garage, office and campground washroom.

The EPC currently generates over $72,362 in annual energy and water savings and has reduced GHG emissions by 370 tonnes per year.

MCW has already implemented the following energy efficiency measures:

Lighting retrofits– T-8 fluorescent lamps replaced inefficient T-12 fixtures. Other lighting features include LED exit signs, screw-in compact fluorescents, de-lamping and reflectors.

Installation of new high-efficiency refrigerators– New refrigerators in the staff residences and garage typically operate at less than half the consumption of the old units.Improvements to building envelope– Re-caulked windows and the installation of door seals reduce air and moisture infiltration.

A door interlock in the holding area in the main garage reduces uncontrolled heat loss.

Installation of new high-efficiency front-loading washing machines and gas dryers– The new washing machines lead to significant water and gas savings.

The use of a gas dryer instead of a conventional electric dryer helps lower fuel costs.

Replacement of natural draft boilers with new high-efficiency condensing boilers– The new boilers in the warden’s office and the general works and trades area allow considerably lower flue gas temperatures, due to the stainless steel construction of the boiler and flue.

Revamping of heating, ventilation and air-conditioning (HVAC) controls– Heating controls in the main garage now improve indoor air quality with the replacement of carbon dioxide sensors.

Interlocking make-up air units and exhaust fans, as well as programmable thermostats for all unit heaters, provide damper control to ensure summer free-coolingand a controlled air supply.

Solar hot water collector– A solar hot water collector on the roof of the campground shower facility helps reduce the amount of fuel needed to heat water.

Energy Efficiency Measures and their Projected Savings * Includes the solar hot water collector ESCO Training for Building Staff MCW provided on-site training to ensure building staff operated and maintained the new equipment efficiently and that proper energy- efficient practices would be sustained through the life of the project and beyond.

“Once a strong rapport has been established, it makes it easier to hold a training and maintenance program, which ensures the end-users of the buildings understand how to follow best practices with all new technologies. This ensures new equipment is operated in the way it was proposed to meet the contract savings.” – Colin J. Rabnett, Executive Partner, MCW Custom Energy Solutions Ltd. Employee Awareness An employee awareness program helps educate and motivate building occupants.

When employees know how their actions can affect energy consumption, they can directly contribute to the savings already achieved through the technical retrofits.

As part of Banff National Park’s employee awareness campaign, the MCW team held a “Celebrate Success Day” in all the major buildings in the park.

MCW set up booths and invited building occupants to information sessions that explained the energy efficiency project and its measures. The sessions promoted the positive impact of the project on building operations and costs, as well as the environment.

Public Awareness As one of the world’s premier destination spots, the park boasts more than 3 million visitors a year, not including an additional 4.6 million people who travel through the park on the Trans-Canada Highway.

Visitors want a chance to experience and enjoy the beauty and wildlife of the national parks, and they look to Parks Canada to demonstrate best practices in energy conservation and energy alternatives.The high volume of visitors and their interest in environmental issues create a unique opportunity for Parks Canada to showcase new technology, promote energy conservation and highlight efforts to reduce GHG emissions and air pollution.

Banff National Park and MCW mounted information displays at major centres throughout the park to inform visitors of the importance of energy and water conservation.

The displays include materials detailing the project, its conservation measures and the efforts of Banff National Park to reduce GHG emissions and help the environment.

For example, the new solar hot water collector at the campground shower facility attracts a great deal of attention and offers an opportunity to showcase a visible and low-cost renewable energy measure.

Step-by-step graphics make it easy to understand how solar energy works.

The display also reminds visitors that the amount of hot water is finite and their personal conservation plays a part. Project Highlights Investment $506,426 Length of Contract 10 Years Annual Savings $72,362 Estimated GHG Reduction 370 tonnes Natural Resources Canada’s Office of Energy Efficiency Leading Canadians to Energy Efficiency at Home, at Work and on the Road Cat. No. M144-189/2008E-PDF ISBN 978-1-100-10068-5 © Her Majesty the Queen in Right of Canada, 2008 Aussi disponible en français sous le titre : Parc national du Canada Banff : Réduire la Consommation d’énergie – Aider l’environnement Building on Success Now that its EPC project is complete, Banff National Park is continuing to curb energy consumption and control costs by implementing further savings opportunities, including the following:

installation of high-efficiency furnaces in all staff homes within the park. This has significantly lowered natural gas consumption.

continued upgrades to lighting and thermostat applications with new technology, as it becomes available.

Project managers at the park are constructing a new “off-grid” washroom facility. It will use solar panels to generate all its energy for light and heat.

A Model for Tomorrow The Banff National Park EPC project continues to deliver environmental, financial and operational benefits.

Its experience is serving as a model for the entire national parks system, which ishelping Parks Canada develop a long-term plan to manage the energy efficiency and environmental impact of its buildings. The Federal Buildings Initiative Many federal organizations have used the FBI program to help them implement EPCs to reduce their energy and operating costs and GHG emissions.

For more information on how the FBI can help your organization plan an energy efficiency project, contact:

Federal Buildings Initiative Natural Resources Canada 580 Booth Street, 18th Floor Ottawa ON K1A 0E4 Web site: oee.nrcan.gc.ca/fbi Fax: 613-947-4121 Toll-free number: 1-877-360-5500

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Banff National Park of Canada Reducing Energy Consumption

Banff National Park of Canada Reducing Energy Consumption – Helping the Environment Established in 1885, Banff National Park is the birthplace of Canada’s parks system and part of the Canadian Rocky Mountain Parks World Heritage Site. The park spans 6641 square kilometres of valleys, mountains, glaciers, forests, meadows and rivers in southwest Alberta. Part of a complex chain of national, provincial and territorial parks and wilderness areas, which total 5 million acres set aside for posterity, the site is one of the world’s largest protected domains.

In July 2002, Banff became the first national park in Canada to sign an energy performance contract (EPC) with an energy service company (ESCO) aimed at improving the energy efficiency of 88 of its buildings over 10 years.

The process began in December 2000 when the Parks Canada Agency issued a request for proposal (RFP) to improve the energy efficiency of its buildings at Banff.

The Federal Buildings Initiative (FBI), a program within Natural Resources Canada’s Office of Energy Efficiency, worked with Parks Canada to assess possible energy efficiency opportunities and any preliminary work required to deliver the improvements.

Both parties determined that an EPC could help update Banff National Park’s infrastructure and enhance the energy management practices of its operations, thereby reducing its energy and water consumption and greenhouse gas (GHG) emissions. August 2008 The Federal Buildings Initiative “Without help from the FBI, the Banff National Park project could not have moved forward. If internal funding had been available, we may have been able to implement single technology retrofits over a number of years.

But the FBI program allowed us to realize a comprehensive project within a short number of years and without any capital outlay.” – Don Sears, Chief, Visitor Services, Banff National Park of Canada, Parks Canada 40% 50% 30% 20% 10% 0% Lighting Retrofit Electrical and Mechanical*HVAC Controls Building EnvelopeAppliances Energy Service Companies The ESCO provides the skills and technical expertise to successfully manage energy retrofits.

Working closely with the client organization, the ESCO defines the goals and objectives of the EPC project and draws up a comprehensive project design that identifies savings opportunities and potential obstacles.

The Banff National Park project included some unique challenges for MCW:

large swings in park visits fire risks throughout the year, which impact water use and park visits the dynamic nature of the park due to weather conditions and a changing climate the sensitivity to managing retrofits in historic government structures, such as the administrationbuildings Project Highlights Banff National Park awarded a 10-year, $506,426 comprehensive energy efficiency project to MCW Custom Energy Solutions Ltd.

in 2001, and signed the EPC the following year.

The construction phase of the project was completed in 2003. MCW is currently monitoring the project.

The project focused on updating 88 out of its 200 buildings at the park. Each spans about 65 to 135 square metres (m 2), totalling 20 119 m 2in floor space. Several types of buildings were retrofitted, including garage, office and campground washroom.

The EPC currently generates over $72,362 in annual energy and water savings and has reduced GHG emissions by 370 tonnes per year.

MCW has already implemented the following energy efficiency measures:

Lighting retrofits– T-8 fluorescent lamps replaced inefficient T-12 fixtures. Other lighting features include LED exit signs, screw-in compact fluorescents, de-lamping and reflectors.

Installation of new high-efficiency refrigerators– New refrigerators in the staff residences and garage typically operate at less than half the consumption of the old units.Improvements to building envelope– Re-caulked windows and the installation of door seals reduce air and moisture infiltration.

A door interlock in the holding area in the main garage reduces uncontrolled heat loss.

Installation of new high-efficiency front-loading washing machines and gas dryers– The new washing machines lead to significant water and gas savings.

The use of a gas dryer instead of a conventional electric dryer helps lower fuel costs.

Replacement of natural draft boilers with new high-efficiency condensing boilers– The new boilers in the warden’s office and the general works and trades area allow considerably lower flue gas temperatures, due to the stainless steel construction of the boiler and flue.

Revamping of heating, ventilation and air-conditioning (HVAC) controls– Heating controls in the main garage now improve indoor air quality with the replacement of carbon dioxide sensors.

Interlocking make-up air units and exhaust fans, as well as programmable thermostats for all unit heaters, provide damper control to ensure summer free-coolingand a controlled air supply.

Solar hot water collector– A solar hot water collector on the roof of the campground shower facility helps reduce the amount of fuel needed to heat water.

Energy Efficiency Measures and their Projected Savings * Includes the solar hot water collector ESCO Training for Building Staff MCW provided on-site training to ensure building staff operated and maintained the new equipment efficiently and that proper energy- efficient practices would be sustained through the life of the project and beyond.

“Once a strong rapport has been established, it makes it easier to hold a training and maintenance program, which ensures the end-users of the buildings understand how to follow best practices with all new technologies. This ensures new equipment is operated in the way it was proposed to meet the contract savings.” – Colin J. Rabnett, Executive Partner, MCW Custom Energy Solutions Ltd. Employee Awareness An employee awareness program helps educate and motivate building occupants.

When employees know how their actions can affect energy consumption, they can directly contribute to the savings already achieved through the technical retrofits.

As part of Banff National Park’s employee awareness campaign, the MCW team held a “Celebrate Success Day” in all the major buildings in the park.

MCW set up booths and invited building occupants to information sessions that explained the energy efficiency project and its measures. The sessions promoted the positive impact of the project on building operations and costs, as well as the environment.

Public Awareness As one of the world’s premier destination spots, the park boasts more than 3 million visitors a year, not including an additional 4.6 million people who travel through the park on the Trans-Canada Highway.

Visitors want a chance to experience and enjoy the beauty and wildlife of the national parks, and they look to Parks Canada to demonstrate best practices in energy conservation and energy alternatives.The high volume of visitors and their interest in environmental issues create a unique opportunity for Parks Canada to showcase new technology, promote energy conservation and highlight efforts to reduce GHG emissions and air pollution.

Banff National Park and MCW mounted information displays at major centres throughout the park to inform visitors of the importance of energy and water conservation.

The displays include materials detailing the project, its conservation measures and the efforts of Banff National Park to reduce GHG emissions and help the environment.

For example, the new solar hot water collector at the campground shower facility attracts a great deal of attention and offers an opportunity to showcase a visible and low-cost renewable energy measure.

Step-by-step graphics make it easy to understand how solar energy works.

The display also reminds visitors that the amount of hot water is finite and their personal conservation plays a part. Project Highlights Investment $506,426 Length of Contract 10 Years Annual Savings $72,362 Estimated GHG Reduction 370 tonnes Natural Resources Canada’s Office of Energy Efficiency Leading Canadians to Energy Efficiency at Home, at Work and on the Road Cat. No. M144-189/2008E-PDF ISBN 978-1-100-10068-5 © Her Majesty the Queen in Right of Canada, 2008 Aussi disponible en français sous le titre : Parc national du Canada Banff : Réduire la Consommation d’énergie – Aider l’environnement Building on Success Now that its EPC project is complete, Banff National Park is continuing to curb energy consumption and control costs by implementing further savings opportunities, including the following:

installation of high-efficiency furnaces in all staff homes within the park. This has significantly lowered natural gas consumption.

continued upgrades to lighting and thermostat applications with new technology, as it becomes available.

Project managers at the park are constructing a new “off-grid” washroom facility. It will use solar panels to generate all its energy for light and heat.

A Model for Tomorrow The Banff National Park EPC project continues to deliver environmental, financial and operational benefits.

Its experience is serving as a model for the entire national parks system, which ishelping Parks Canada develop a long-term plan to manage the energy efficiency and environmental impact of its buildings. The Federal Buildings Initiative Many federal organizations have used the FBI program to help them implement EPCs to reduce their energy and operating costs and GHG emissions.

For more information on how the FBI can help your organization plan an energy efficiency project, contact:

Federal Buildings Initiative Natural Resources Canada 580 Booth Street, 18th Floor Ottawa ON K1A 0E4 Web site: oee.nrcan.gc.ca/fbi Fax: 613-947-4121 Toll-free number: 1-877-360-5500

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HSBC is a multinational bank headquartered in Canada, London, and England

Provide Analysis for HSBC Company start with the company profile provided the proceed with the outline below.

Company Overview

HSBC is a multinational bank headquartered in Canada, London, and England, UK (Global Finance Magazine, 2012). Its products include wealth management, risk management, securities services, private equity, mutual funds, mortgage loans, investment management, investment banking, insurance, equities trading, credit cards, commodities, banking, and asset management (HSBC, 2022). The bank is registered as public limited company trading on the world’s shares market such as FTSE, Hang Seng, FTSE, NYSE, SEHK, and LSE. The bank employs over two hundred thousand workers. It has subsidiaries in Mexico, Sri Lanka, the UK, the US, the Middle East, Malaysia, Canada, the UK, Europe, Asia, Africa, Korea, Russia, India, and China. In 2021 its revenue reached a higher of US$ 49.552 billion, operating income US$ 18.906 billion, Net income US$ 14.693 billion, total assets US$ 2.958 trillion, and total equity US$ 206.777billion (Yuzo, Harry, & Rehan, 2022). In 2020 HSBC was voted the sixth-largest bank by asset and market share and the 40th largest public traded company according to Forbes News reporting’s.

History

HSBS means Hongkong and Shanghai Bank holdings PLC. It was founded by Thomas Sutherland in 1865 and registered in Hong Kong in 1866. The bank transferred its headquarters to London, officially opening in 2003 (Global Finance Magazine, 2012). It expanded to Europe, the UK, US, Korea, Asia, Russia, and South Africa by acquiring Marine Midland Bank, Roberts SA Inversiones, Republic National Bank, Credit Commercial De France, Demirbank, Grupo Financiero Bital, Household Finance Corporation, Banco Bamerindus, Korean AM-TEK, Polski Kredyt Bank, Bank of Communication of Shanghai, UK’s Marks & Spenser, Metric Inc, Iraq’s Dar es Salaam Investment Bank, Argentina’s Banca Nazionale del Lavoro, Chinese Bank of Taiwan, India’s IL & FS Investment,  WestPac Custody, Singapore’s AXA Insurance, and L&T finance holdings.

The bank suffered losses by acquiring non-performing banks and involving in money laundering cases forcing it to pay hefty fines to the US and close down subsidiaries (HSBC, 2022). In 2020 it adopted a zero-carbon emission policy and began corporations with free carbon emission agencies. The company also paid fines for tax avoidance schemes, Forex scandals, data infringements, racism reports, and housing crises. It has been chaired by William Purves, John Bond, Lord Green, and the current Sir Douglas Flint. Its list of chief executives includes William Purves, John Bond, Keith Whitson, Lord Green, Michael Geoghegan, Stuart Gulliver, and John Flint.

Outline

Company Outline

Introduction. 4

Company Overview.. 4

History. 4

Mission and Vision Statement. 5

Primary Issues. 6

External Analysis. 7

Macro-Environmental Issues. 7

Political Factors. 8

Economic Factors. 9

Social Factors. 9

Technological Factors. 10

Ethical Factors. 11

Legal Factors. 11

Environmental Factors. 12

Industry Conditions. 12

Substitute Services. 13

Supplier Bargaining Power. 13

Buyer Bargaining Power. 14

The Threat of New Entrants. 14

Rivalry amongst Established Competitors. 15

Industry Life Cycle. 15

Internal analysis. 16

Financial Performance. 16

HSBC Competitive Advantage. 17

HSBC’s Competencies and Sustainable Competitive Advantage. 17

Vertical Integration within the Company. 17

Green Initiatives. 18

Brand Reputation. 18

Human Resources. 18

Strength and Weakness. 19

Opportunities and Threats. 19

Strategic and Concerns. 20

References. 21

Appendix. 25

Figure 1: 25

Figure 2: 26

Table 1: 27

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Air Canada has four competitors. They comprise WestJet, United Airlines, Lufthansa and American Airlines.

The External Environment

Competitor analysis

Air Canada has four competitors. They comprise WestJet, United Airlines, Lufthansa and American Airlines. Calin Rovinescu, the CEO is rated at 80% taking the 1st position. The CEOs of United Airlines and WestJet have a rating of 73%. The CEO of United Airlines takes the second position as his rating is from 173 employees while that of WestJet is from 28 employees. In form of quality of products, Air Canada takes the 2nd position due to a score of 3.7 out of 5 by 11 clients (Leppäjärvi,2018). WestJet takes the first position with a score of 4 out of 5. In form of a net promotion score, Air Canada takes the first position. It is ranked at 67% by 12 customers. Net promotion tracks the score of customers based on how likely they can refer a friend to a particular company. In net promotion, American Airlines takes the 2nd position with 26%. In pricing, Air Canada takes the first position with a score of 4.3 out of 5. The second position is taken by WestJet which has 3.7 out of 5. In form of its service to customers, Air Canada is ranked at 1st position with a score of 4.2 out of 5. WestJet takes the 2nd position with a score of 3.9. The performance of Air Canada can also be assessed from culture scores. Culture scores are attained from all the questions answered relating to a company in comparison to competitors. Air Canada takes the first position in culture score with an 86% score. The 2nd position is taken by WestJet with 75%. In form of employee net promotion, Air Canada takes the 1st position with a score of 67% followed by United Airlines which takes the 2nd position with a score of 15 percent. Employee net promotion involves scoring employees based on how employees are likely to refer a friend to work in a certain company.

Air Canada offers less expensive and the best premium products. It also offers the correct transit programs at critical airports. These make Air Canada suitable to attract transit customers. The firm has a subsequent worldwide champion and core elements which comprise expense reductions, profitable revenue initiatives, enabling product differentiation and cultural change. The company has enhanced effective operation with leisure customers traveling to and from Canada. These investing strategies have made the airline gain a competitive advantage.

Market analysis

Air Canada carries many passengers each year. Income elasticity in Air Canada is less than 1. Barriers to entry in Canadian Airlines are very high. The wide geographical region and sparse population have a very low demand for flights. The high fees and taxes of Canada reduce the competition of prices (Case & Jones,2018). This makes Air Canada capable of pricing new clients from the aviation market. Everchanging seasonal demand further makes it hard for new firms to survive in the market. Air Canada became the first airline to ban smoking on any flights. This has ever led to free socialization during flights. In Air Canada, the risks and opportunities are external factors. As per SWOT analysis, the risks comprise government restrictions, foreign currency fluctuations and low-cost carriers. Its opportunities comprise flourishing tourism in Canada, the launch of low-cost airlines and great penetration into the worldwide market by worldwide brand understanding.

Environmental analysis

The regulation put in place by the Canadian government requires Air Canada to follow all set Covid-19 guidelines. This has made Air Canada incur losses as some people planning to travel for leisure have ended up canceling their travel plans. The firm has lost a lot of money which could have been got in the present. Fluctuation of currency and ongoing inflation have made Air Canada plan to raise fares to offset the ongoing inflation(Shi & Li,2021). This will make the company lose some customers who cannot comprehend the impact of inflation and how it can be canceled. Air Canada is impacted by various political factors such as high fees, high taxes and substantial restrictions on foreign ownership of Canadian airlines. These political factors make it hard to start an airline in Canada. Rogue provides unique culture to customers. The end of smoking welcomed customers from different beliefs. Christianity is against smoking.

Findings

From the assessments, Air Canada leads in almost all aspects. It leads in CEO score, net promotion, pricing, customer service, culture score and employee promotion. It is only defeated by WestJet in product quality but the difference between the two is just 0.3. WestJet has 4 out of 5 whereas Air Canada has a ranking of 3.7 out of 5. This means Air Canada is far more successful in form of its performance when compared to competitors. It leads in all aspects apart from product quality. Even in product quality, it is surpassed by only 0.3. Government regulation and currency fluctuation are key issues as it is found in risks and economic determinants facing the company.

References

Leppäjärvi, P. (2018). Competitor analysis: Airlines’ leisure travel products from the

frequent flyer’s perspective.

Case, B., & Jones, O. (2018). Country of Origin branding: The Case of Air Canada.

Shi, Y., & Li, X. (2021). Determinants of financial distress in the European air transport

industry: The moderating effect of being a flag-carrier. Plos one, 16(11),

e0259149.

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Provincial or National Park in Canada for 3 Days / 2 Nights

Create your Own Camping Trip

(Provincial or National Park in Canada for 3 Days / 2 Nights)

Location-Ontario, Canada

In Ontario, we have some of the nicest scenery and adventure one can seek within Canada. Please select a Provincial Park destination or if necessary a National park in Canada which you would like to plan a camping trip for. You will be creating a Google SLIDES presentation of the experience you are seeking. It must include the following:

TITLE slide – Present your choice of park which you will be visiting and how many people are going with you!

5Ws – (who is going with, when -time of year, where in the park, what you have to do to book/costs, why?)

A Checklist of Equipment which you intend to bring on the trip for 3 days and 2 nights. Some of the following are examples and please discuss how you will be using them or setting them up:  

A food list and planned out schedule of meals which you will be eating and how you plan on making them. Remembering the Food Considerations when camping sheet.

An itinerary of planned activities you have within the park or surrounding area – include what you will be bringing for those adventures and maybe a map/pictures of areas you plan on looking at.

SIGNATURE MOMENT – Something you plan on doing on this trip that would leave a lasting imprint or memory of the adventure in your camping life.

Be creative with design and photos / maps  or videos included 

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TourneSol Canada, Ltd. is a producer of high quality sunflower oil.

Instructions and Submission

  • You must submit your excel document including all of your calculations and analysis as a separate document along with your final report.
  • Final report must be typed in a word processing document (like Microsoft office word), and follows the managerial report format. No redundancy, no word limits.

Late Submission Policy

  • This assignment is subject to the Late Submission penalty policy, namely 5% per day for three days.
  • This page will close and will not allow further submissions after this Late Submission period has expired.
  • In the event of an emergency preventing you from submitting within this time frame, special permission must be obtained from your instructor. Documentation substantiating emergency is required. In such a circumstance, if the extension is granted, the professor will reopen the submission function for you on an individual basis.
  • Please do not email your submissions to your professor, either before or after the due date; all coursework should be submitted through the online course (Moodle).

Description

Case studies are used to enable you to apply new concepts, use the tools you have mastered, and improve your technical skills you have attained. Through the individual case studies you will discover for yourself the usefulness of quantitative problem solving methods, how to apply them in practice, and their benefit to organizational decision-makers.

In this case study, you will act as a consultant for a company that crushes sunflower seeds to produce high quality refined sunflower oil for sale in the wholesale market. The company is looking for you to make a recommendation on the optimal blend of raw materials required for its next production cycle. You will use a number of decision analysis tools including time series forecasting, linear programming, and cost-profit-volume analysis to make the recommendation and provide analysis on the profitability of the company.

You will be required to submit a written report to management, and to include the spreadsheet models you used to generate price forecasts, optimize the raw material, and a perform the break-even analysis. All analysis should be done using Excel and the various models should be implemented on separate worksheets or in separate workbooks.

Scenario

TourneSol Canada, Ltd. is a producer of high quality sunflower oil. The company buys raw sunflower seeds directly from large agricultural companies and refines the seeds into sunflower oil that it sells in the wholesale market.

The company has a maximum input capacity of 180 short tons of raw sunflower seeds every day (or 65700 short tons per year). Of course the company cannot run at full capacity every day as it is required to shut down or reduce capacity for maintenance periods every year, and it experiences the occasional mechanical problem. The facility is expected to run at 90% capacity over the year (or on average 180 x 90% = 162 short tons per day).

TourneSol is planning to purchase its supply of raw sunflower seeds from three primary growers, Supplier A, Supplier B, and Supplier C. Purchase prices will not set until the orders are actually placed so TourneSol will have to forecast purchase prices for the raw material and sales prices for the refined sunflower oil. The contract is written such that TourneSol is only required to commit to 75% of total capacity up front. Any amounts over that can be purchased only as required for the same price. Historical prices for the last 15 years are in the table below (note that year 15 is the most current year).

Marketing YearSeedAverage Price Index$/short tonOilAverage Price Index$/short ton
147.7352.8
216.4510
276697.2
284719.2
328826.3
286767
324866
371.2928
4601102.3
10476.81217
114851411
125261689
135421702.4
144721797.4
154761839.4

Sunflower oil contains a number of fatty acids, some which are desirable in food products and others that are not. One desirable fatty acid is oleic acid. TourneSol produces high oleic oil for the wholesale market, and requires that the oleic acid content be a minimum of 77%. Sunflower oil also contains trace amounts of iodine. The market requires that that iodine content be a minimum of 0.78% and maximum of 0.88%

The oleic acid and iodine content for the sunflower seeds from the three suppliers is given in the table below.

SupplierOleic AcidIodine
65%0.85%
70%0.73%
80%0.92%

Because the oleic acid and iodine content varies across the three suppliers, so does the price.  It is expected that the cost of supply from the suppliers will be a percentage of the market average price of seeds.

SupplierCost as % of Average Market Price of Seed
78%
80%
88%

The company faces an additional variable production cost of $8.5/short ton and an estimated fixed cost of $1,050,000 over the upcoming production period.

The company is asking you to provide a recommendation on the amount of raw material it should purchase from each supplier to minimize its cost of feedstock.

Management is also looking for an analysis on the profitability of the company in the next production cycle. 

Suggested Approach

This is a fairly complex problem. The following approach is suggested:

  • Use the historical price data set as input to a time series forecast model in order to generate forecasted prices for the average price of sunflower seeds and oil in the next production period. Use standard measures of error to decide between a three-period moving average model or an exponential smoothing model (with α = 0.25). Use the type of model for all three time series forecasts. That is, if you decide to use the moving average model, use a three-period moving average model to fit the relevant data for all three series. Don’t use the moving average for one time series and the exponential smoothing model for another time series.
  • Formulate a linear program to minimize the cost of raw sunflower seeds.  Use the average price of seeds forecasted from the previous step in order to determine supplier prices.
  • Perform a cost-volume-price analysis (review the handout entitled Cost-Volume-Profit Analysis for details) using the average cost per short ton average selling price per short ton.
    • You can generate an effective cost per short ton by dividing the total cost of supply (from the linear program) by the total volume (that you assumed in the linear program).
    • You can generate an effective selling price per short ton from the expected percentage yields and the forecasted average price of sunflower oil.
    • Because of the way that the contract is written, you can assume that the purchase of raw sunflower seeds is a variable cost (you only purchase what you require).

Recall that the cost-volume-price analysis requires you to provide

  • an algebraic statement of the revenue function and the cost function,
  • a detailed break-even chart that includes lines for the revenue and for the total cost, fixed cost, and variable cost (a total of four lines), and
  • a calculation break-even point expressed in number of short tons and percent of capacity.

Management Report

Prepare a written management report that includes, at a minimum, the following sections:

  • Purpose of the Report
  • Description of the Problem
  • Methodology (which would include the model formulation)
  • Findings or Results
  • Recommendations or Conclusions

Be sure to address all relevant points, discuss any assumptions you are making, justify any modeling choices you have made (for example, the choice of time series forecast model), and highlight the following items in your report:

  • a forecast of the next production period’s average price index for raw sunflower seeds and sunflower oil.
  • a recommendation for the optimal purchasing strategy from the various suppliers,
  • a cost-volume-profit analysis using for the recommended purchase strategy and the forecasted sunflower oil sales price,
  • a discussion of the risks and uncertainties that are faced by the company, and
  • an analysis and opinion on the profitability of the company in the next production period (accounting for the expected profit or loss and the inherent risks/uncertainties.

Remember that you are writing the report from the point of view of a consultant with senior management of TourneSol Canada, Ltd. as the intended audience.

Evaluation

Final Case Study will be marked in its entirety out of 100. The following rubric indicates the criteria students are to adhere to, and their relative weights to the assignment overall.

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ACTIVITIES/COMPETENCIES DEMONSTRATED
Content (80%) 
 Extent to which analysis addresses all dimension of case requirements. /30
Extent to which report supports conclusions and demonstrates understanding of principles being analyzed./40
 Extent to which Introduction and Conclusion support overall analysis./10
Communication (20%) 
 Uses clear language and appropriate, topic-specific terminology./10
 Information organized intelligently and holistically./10
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SACR-2280. Class, Wealth and Power in Canada

The study of structured social inequality. The existence of class and power structures and their effects on the lives of Canadians. The relation of different forms of inequality based on class, ethnicity, and gender. The various strategies people employ to respond to inequality

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SACR-2280. Class, Wealth and Power in Canada


The study of structured social inequality. The existence of class and power structures and their effects on the lives of Canadians. The relation of different forms of inequality based on class, ethnicity, and gender. The various strategies people employ to respond to inequality.

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Plot the evolution of GDP per capita of Canada, the USA and a third country

ECON 3392 – Assignment 1 Total points: 5 1. (3 points) Using Excel and data from the Angus Maddison Project 1, complete the following: (a) Plot the evolution of GDP per capita of Canada, the USA and a third country of your choosing, from the earliest possible year until 2016. Briefly comment on these time series. (b) Using these three countries, create a scatter plot, with GDP per capita in 1950 on the horizontal axis, and the growth rate of GDP per capita between 1950 and 2016 on the vertical axis. Did these countries converge in this period? (c) Create the same scatter plot but using all countries in the database. Was there convergence in this period? What about for a subsample of countries? (d) Why does economist expect income convergence between developed and dev eloping countries? Based on your findings of question c, why some countries able to convergence but others could not? What’s factors would you look for explanation? 2. (2 points) Read Article 2 to answer question 5 and 6: Acemoglu, Daron, Francisco Gallego, and James A Robinson. 2014. Institutions, Human Capital and Development, Annual Reviews of Economics 6: 875 -912. (a) “Colonial experiences provide better human capital of developing countries” do you agree? Provide your explanation after reading article 2. (Word limit 250). (b) Summarize the relationship among institutions, human capital accumulation, and long -run economic development. (Word limit 300). 1 Link: https:// www.rug.nl/ggdc/historicaldevelopment/maddison/releases/maddison -project -database -2018

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