Tackle the problems below. the question is okay.

Paychex, Inc.

Paychex competes in the payroll outsourcing industry and focuses on providing this service to

small and medium-sized businesses (SMB [50 to 100 employees]). From calculating payroll and

filing tax payments to administering retirement plans and workers' compensation, Paychex gives

its customers relief from administrative hassles so that they can focus on their core business and

bottom line

Switching from one payroll processing supplier to another is a very challenging task, and

customers reluctance to do so has allowed Paychex to build a relatively sticky customer base

that now includes 540,000 clients. The firm's strong brand also fuels growth and promotes

customer retention since customers are hesitant to entrust their critical human resource (HR)

functions and payroll cash to an unproven competitor. "Strong scalability has also allowed the

firm to be price competitive without feeling significant margin pressure."55 Paychex can spread

the costs associated with its servicing infrastructure across its large customer base. Collectively

these factors have allowed the firm to produce margins that have been well above 30 percent

during the past decade.

Offering other HR-related services to its customers is a current strategy initiative at the firm. For

example, Paychex is a leading provider of 401(K) record-keeping services for company

retirement plans. Because of the relatively small incremental costs associated with these

ancillary services, a meaningful portion of this additional revenue flows to the bottom line.

Describe the core service concept and benefits that Paychex provides to an SMB customer with

its payroll outsourcing service.

Cousins Maine Lobster: From Small-Business Partnership

to Successful Franchisor

If you have a passion for what you want to share it with others, there's a chance you

could succeed as an entrepreneur. As lifelong residents of Maine, cousins Jim Tselikis and Sabin

Lomac were passionate about lobster and knew many people who were lobstemen. When

Lomac moved to Los Angeles, he quickly started to miss the shelfish from back home. That's

when he and his cousin came up with the idea to open a food truck that served authentic Maine

lobster rolls in California. Appropriately, they named their company Cousins Maine Lobster.

Today the company brings premium lobster rolls, lobster bisque, and other tasty fare to hungry

diners in the Los Angeles area as well as 20 additional cities across the United States. As

company cofounder Jim Tselikis explains, Cousins focuses on serving the nation's best lobster

while providing superior, Maine-inspired customer service. At the start of things, though, the

cousins didn't know anything about business, let alone one as challenging as a food truck. They

leaned as much as they could about food trucks and picked the brains of everyone they knew

for tips about running a business. Finally, they felt confident enough to roll out their first Cousins

Maine Lobster truck

Opening day was a true eye-opener for the cousins as the line for lobster stretched as far as they

could see. While both of them knew they had hit on something big, they also discovered just how

much they needed to learn if they were going to succeed. For example, prior to opening they had

not thought of the logistics and forecasting critical to their business. If they ordered too much

lobster it would spoil and they would lose money If they ran out of lobster customers would leave hungry and the company would lose money once again. They needed an angel to throw them a

lifeline

Fortunately, help came in the form of a shark. Tselikis and Lomac were invited to go on Shark

Tank, a reality TV show where entrepreneurs pitch their ideas to a panel of investors. Before the

appearance, they studied the backgrounds of each "shark" they would face and prepared for

questions that could be raised about their business. After a tense negotiation, the cousins

secured a deal with real estate tycoon Barbara Corcoran, who offered $55,000 for 15 percent of

their business. More importantly, she served as a mentor to the aspiring entrepreneurs and

advised them to consider franchising their business.

Franchising allowed them to scale their business by replicating Cousins Maine Lobster food

trucks across the country. Franchising, however, caused them to lose some control over their

business. They also learned that they needed to choose the right franchisees in order to keep the

business sustainable and healthy. Today, caring for employees and franchisees is a vital part of

Cousins culture. Both staff and franchisees are empowered to make their own decisions.

Cousins Maine Lobster envisions a bright future with rapid expansion. Tselikis and Lomac believe

this success will hinge on not compromising on three key things: quality of food, customer

service, and treatment of employees and franchisees like family.

What are some of the advantages and disadvantages of expanding a business by franchising?

Aurora Radiological Services is a health care clinic that provides radiological imaging services

(such as MRIs, X-rays, and CAT scans) to patients. It is part of Front Range Medical Systems

that operates clinics throughout the state of Colorado.

a. What type of key performance indicators and other information would be appropriate to display

on a data dashboard to assist the Aurora clinic's manager in making daily staffing decisions for

the clinic?

b. What type of key performance indicators and other information would be appropriate to display

on a data dashboard for the CEO of Front Range Medical Systems who oversees the operation

of multiple radiological imaging clinics?

How can the use of slang make communication across cultures more challenging and often language barrier?

Provide examples.

How can individuals in business be more sensitive to other cultures and eliminate barriers when communicating?

A report suggests that business majors spend the least amount of time on course work than other college students (The New York Times, November 17, 2011), A provost of a university conducts a survey of 50 business and 50 nonbusiness students. Students are asked if they study hard, defined as spending at least 20 hours per week on course work. The response shows "yes" if they worked hard or "no" otherwise; a portion of the data is shown in the following table.

Full data file in Excel format

Business Majors Nonbusiness majorYesNoNoYesYesYes

1. At the 5% level of significance, determine if the percentage of business majors who study hard is less than 20%?
2. At the 5% level of significance, determine if the percentage of nonbusiness majors who study hard is more than 20%.

As per the excel chart 8 Yes out of 50 business major

17 Yes out of 50 non-business major

A report suggests that business majors spend the least amount of time on course work than other college students (The New York Times, November 17, 2011), A provost of a university conducts a survey of 50 business and 50 nonbusiness students. Students are asked if they study hard, defined as spending at least 20 hours per week on course work. The response shows "yes" if they worked hard or "no" otherwise; a portion of the data is shown in the following table.

1. At the 5% level of significance, determine if the percentage of business majors who study hard is less than 20%?
2. At the 5% level of significance, determine if the percentage of nonbusiness majors who study hard is more than 20%.

Please show work**

Business Major

Non-business Major

Yes

No

No

Yes

No

Yes

No

No

No

No

No

No

No

No

No

Yes

No

No

Yes

Yes

No

Yes

No

No

No

Yes

No

Yes

No

Yes

Yes

No

No

No