Category: Business and management

In the workplace, how we see things isnt always whats actually happening. Our perceptions which are shaped by past experiences, personal biases, and limited information, can influence decisions, relationships, and performance. At the same time, how we learn (through observation, consequences, or experience) shapes how we grow on the job. Leaders and team members alike need to understand both to avoid misunderstandings and promote better training and collaboration.

Questions for Discussion:

Part 1 Perception in Action

Choose one perceptual bias or error from the list below:

• Selective Perception
• Halo Effect
• Stereotyping
• Self-Serving Bias
• Fundamental Attribution Error

In your own words: Explain what it means. (use target as an example if you can)

Give a real or hypothetical workplace example of how it might lead to a misunderstanding or poor decision. Share one step that could be taken to reduce this bias in the workplace.

Part 2 Learning at Work

Pick one learning theory:

• Classical Conditioning
• Operant Conditioning
• Social Learning Theory

Briefly describe how it works.

Provide a workplace or personal example of how it could be used in employee training, development, or motivation. Explain why it would be effective in that situation.

Tips for Students:

• Aim for 1 short paragraph for each part.
• Remember to be specific. Examples will make your post stronger.
• You can draw examples from jobs, internships, volunteering, school projects, or sports, etc.

Textbook: Organizational Behavior A Skill Building Approach Third Edition

By: Christopher P. Neck; Jeffery D. Houghton; Emma L. Murray

Publisher: SAGE Publications, Inc; 3rd edition (2024)

Case Study 5

The case study assignment for Module 6 draws on the following textbook case:

Case 22: LMVH in 2016: Its Diversification into Luxury Goods, by John E. Gamble (page C-290):

Case Summary: LVMH in 2016

By 2016, LVMH had grown from a 2.5 billion company in 1990 to a 35.7 billion empire. The case explores the “paradox” of managing 70 distinct luxury brands while maintaining the exclusivity of each.

1. The Portfolio Structure

Arnault organized the company into six distinct business groups to manage the diverse portfolio:

• Wines & Spirits: (Mot & Chandon, Hennessy, Krug)
• Fashion & Leather Goods: (Louis Vuitton, Fendi, Marc Jacobs)
• Perfumes & Cosmetics: (Christian Dior, Guerlain, Sephoras own brand)
• Watches & Jewelry: (Bulgari, TAG Heuer, Hublot)
• Selective Retailing: (Sephora, DFS/Duty-Free)
• Other Activities: (Royal Van Lent yachts, Belmond hotels, media)

2. Strategic Themes: “Star Brands” vs. “Rising Stars”

A central theme of the 2016 case is Arnault’s classification of his portfolio:

• Star Brands: These are the pillars like Louis Vuitton and Dior. They are “timeless,” highly profitable, and provide the cash flow needed to fuel the rest of the conglomerate.
• Rising Stars: Newer acquisitions or smaller houses (like Nicholas Kirkwood or Edun) that LVMH attempts to scale using the group’s massive distribution and marketing power.

3. The Diversification Strategy (Strategic Fit)

The case examines why LVMH is successful as a multi-business corporation. It highlights Related Diversification through:

• Shared Expertise: Transferring top designers and managers across different “Maisons.”
• Market Power: Using the size of the group to secure the best retail locations in global cities.
• Product Quality & Craftsmanship: A shared corporate value that ensures “Made in France” or “Made in Italy” prestige across all segments.

Key Financials & Challenges in the Case (2015-2016)

• Performance: In 2015, LVMH set records with a 16% growth in revenue and operating profit.
• Geopolitical Impact: The case notes a slowdown in early 2016 due to terrorism in Europe, which drastically reduced tourism and luxury spending in Paris and Brussels.
• Underperformers: The case discusses the rare decision to divest brands that did not meet the “Star Brand” criteria, such as the sale of Donna Karan (DKNY) in 2016 for $650 million.

Critical Thinking Questions for the Case

If you are preparing for your MBA at Eastern University, you will likely be asked to apply the “Three Tests of Diversification” from Chapter 8 to this case:

1. Attractiveness Test: Is the luxury goods industry structurally attractive?
2. Cost-of-Entry Test: Was the price paid for brands like Bulgari (or later, Tiffany) too high to allow for a good return?
3. Better-Off Test: Is a brand like Celine or Givenchy truly better off under LVMH than it would be on its own?

Read the case and then respond to the case questions given below.

In addition to using the case study provided in the textbook, research the company further to find any relevant events that have transpired since the writing of the case study. Use the company’s website, Internet search engines such as Google, online data services, or other sources to locate the latest articles about the company including press releases and current financial information. Be sure to cite all sources according to guidelines.

Note: For assistance with analyzing any financial data in this case, Table 4-1 (Key Financial Ratios: How to Calculate Them and What They Mean) in your textbook is a useful reference.

Please limit your analysis to 4 pages (1000 to 1100 words), double-spaced.

Students please note: Feel free to bring in any recent news or current events concerning this company into your answer.

Case Questions

1. As detailed in the case, LVMH has achieved business success leveraging a diversification strategy. What strategic approach do you think was the most influential contributor to LVMH success? Be both detailed and expansive in your response.
2. What is the relevance of shareholder value-chain activities in consideration of the acquisition of a related business diversification? Be descriptive and expansive in your response.
3. Discuss the advantages and disadvantages of achieving diversification by acquisition of an existing business. How did LVMH use this business acquisition strategy in efforts to expand and diversify the company portfolio?
4. While focused upon the luxury good marketplace, LVMH did not focus only on one product, but on a great number of products and services. In executing such perspectives did LVMH have a diversification strategy that was too broad in scope and/or potentially cumbersome? Why or why not?

For student papers written in APA format, the title page needs to include (1) the page number in the upper-right corner, as part of the running head, (2) the paper’s title, (3) the author’s name, (4) the author’s affiliation (school or institution), (5) the course name, (6) the course instructor, and (7) the due date. Please ensure these are all on the title page of future submissions. Also, remember that the word limit is 1100 words, use as close to that as possible.

USN624 I001 Winter 2026

Complete the following for this assignment:

Disruptive innovations make products/services accessible and affordable. What are three products or services you use (other than computers or cell phones) that could be considered or based on disruptive innovations, and why? Please explain in detail.

Reading: Building a business strategy in the digital world

Instructions

• Follow rubric guidelines

In your response posts, consider what your peers identify as crucial elements of an elevator pitch. How do they connect elements of their gap analyses with their pitches?

RANDY

Hi Class,

It is week 6 of this term. We are almost there!

A strong funding pitch works because it is clear, compelling, and credible, and because it quickly communicates why the opportunity matters and why the presenter or team is well positioned to pursue it. An ideal pitch is not meant to explain every detail of a business idea but to spark interest and confidence. At its best, a pitch tells a concise story that connects a real problem to a meaningful solution and shows a believable path to value creation. Like the reading this week mentions, it is also called an “elevator pitch”, and the concept arises because it is meant to “pitch your business in two minutes, or the time to ride the elevator to the top of a building” (Bamford & Bruton, 2022, p. 52).

One of the most important elements of an effective pitch is a clearly defined problem. Successful pitches identify a specific pain point that affects a well-defined audience and explain why that problem is urgent or costly. When the problem is vague or broadly stated, the pitch loses impact. A strong pitch makes the listener immediately recognize the need being addressed.

Equally important is a compelling solution that directly responds to the problem. Rather than focusing on technical features, effective pitches emphasize outcomes and benefits. Investors want to understand how the solution improves the current situation and why it is practical and achievable.

A strong value proposition further strengthens the pitch by explaining what makes the solution different and better than existing alternatives. This component answers the question of why the opportunity exists and why the proposed solution is likely to succeed where others have not. Without clear differentiation, even innovative ideas can appear unconvincing.

In addition, a successful pitch demonstrates that the problem exists at a scale that justifies investment. This involves briefly describing the target market and the broader opportunity, showing that the issue affects enough people or organizations to create meaningful impact and potential returns. The pitch should also establish credibility by signaling feasibility, whether through team expertise, early traction, or a realistic execution approach.

Lastly, an effective pitch concludes with a clear ask or next step, such as funding, a follow-up meeting, or a pilot opportunity. This gives the audience direction and reinforces the purpose of the pitch.

A thoughtful gap analysis plays a central role in building an effective pitch. By clearly identifying the gap between the current state and the desired state, the presenter shows why existing solutions are insufficient and why a new approach is needed. Gap analysis helps focus the pitch on unmet needs, sharpens differentiation, and creates a logical flow from problem to solution. Ultimately, it strengthens persuasion by grounding the pitch in a real, well-defined gap that the proposed solution is designed to close.

JEANETTA

Good morning,

A strong funding pitch provides clarity, credibility, and urgency in a short time. An effective pitch clearly defines a real, specific problem, presents a solution that directly addresses that problem, and shows why the solution is valuable and scalable. The pitch will establish credibility by demonstrating why the team or company is capable of executing the idea and concludes witha clear funding ask. Rather than overwhelming the audience with details, a successful pitch tells a focused story that makes the opportunity easy to understand and is compelling to support.

A thoughtful gap analysis can strengthen the pitch by framing the opportunity as the difference between the current state and a better future state. By clearly explaining what is not working today, why the existing solution falls short, and what success should look like, the gap analysis creates urgency and justifies the need for the proposed solution. This approach keeps the pitch problem centered, highlights differentiation, and ties all elements (problem, solution, and value) into a coherent narrative that investors can quickly understand and hopefully want to invest in.

Individual Needs in Training and Development

After learning about developing criteria in the Unit 8 assignment and reading the assigned readings for this week, you have the opportunity to discuss how assessments in the workplace can influence the training process. To better understand these concepts, you will now discuss the relationship between training needs, individuals, assessments, validity, and reliability.

• Explain the differences between training outcomes and training criterion.
• How do individual needs influence training program development? What are the risks associated with not considering individual needs in training programs?
• How do training needs differ between individuals and groups?
• How does the training needs analysis influence or inform validity and reliability?
• Analyze how validity and reliability guide training program development.

Unit 9 Assigned Reading

Training and development are an integral part of industrial and organizational psychology. Developing effective training programs, which are sensitive to an individual’s needs, maintain validity, and produce reliable results is a necessary skill for industrial and organizational psychologists. The following chapter will familiarize you with designing and evaluating training systems. From your textbook, Spector (2021):

Read:

• Chapter 7: Training: Designing and Evaluating Training Systems

Whats The Real Deal?

Youve got your first supplier lined up for your fictional business, and theyre offering a discountbut only if you pay fast. Lets say they give you terms like 2/10, net 30 (*see below). What do you do?

For this discussion, create a short post explaining:

• A made-up product or service youre buying for your business
• A sample invoice with some simple numbers (you can make it up!)
• What the total would be if you pay early vs. if you pay full price
• What you would actually dotake the discount or wait? And why?

This is your chance to think like a real business owner. You’re trying to grow a business here, and smart billing decisions matter!

*2/10, net 30 = a 2% discount is offered if the invoice is paid within 10 days of the invoice date, and the full invoice amount is due within 30 days of the invoice date.

Associated Objectives

Appraise a companys diversification strategy

Assess the level and means of diversification

Applying corporate-level strategy knowledge to the case of a company of your choice, address the following questions:

1. Which type of diversification strategy is this company using, and what is the evidence for the case you are making?
2. What is the level of diversification? Explain.
3. What means of diversification is the company using, and what is the evidence?
4. Is the companys diversification strategy appropriate or could it be improved? Why?

You are strongly encouraged to incorporate your experiences in your post.

Response Parameters

Initial Response Post

• The initial response to the discussion questions must be 300 to 450 words in length

In this week’s activity, you will interact with a sample resume to see how to highlight your unique strengths, skills, and personal brand.

Directions

• View the
• .
• Be sure to
• .
• Note: If you are using FireFox, you may download the template within the Week 5 Interactive activity.
• Save the template as Lastname_Firstname_BUS210_Week5.
• Next, answer the questions, save, and submit your completed document.
• Note: Watch
• for assistance with completing and submitting your assignment template using the Strayer Mobile App.

Overview

Now that you know your strengths and have started to identify your personal brand, you want to think about your career path. An important part of building your brand and marketing yourself is to understand your skills, interests, and values and to leverage those into a fulfilling career. The Strayer University Career Center offers many valuable resources to help students identify and investigate career choices.

In this activity, you will review the Career Exploration Guides available in the Strayer Career Center. This will help you determine your educational and/or career goals and improve your professional marketability by better understanding occupation-specific information. You will also find this information useful when you develop an Elevator Pitch as part of your next assignment.

Instructions

Using the information from your exploration of the Career Center and the O*Net Occupational Information Network, imagine you completed an interview for the job you researched.

• In a Word Document, draft a hypothetical Thank You email to the employer who interviewed you.
• Include the following information to reiterate why you would be perfect for the job:
• The job title.
• The characteristics you possess that make you well-suited for the position (these can be hypothetical): knowledge, skills, strengths (from your CliftonStrengths assessment), experience, training, education, tasks, etc.
• Conclude with your personal brand statement.
• Save the document as Lastname_FirstName_BUS210_Week4.
• Submit the activity using the Week 4 Assignment link.

Note: This is personal writing, so you shouldn’t need to cite anything, but if you use information from a source, be sure to cite it. The library is your home for SWS assistance, including citations and formatting. Please refer to the for all support. Check with your professor for any additional instructions.

• Optional tip to extend this learning: Visit the to leverage a library of 8,000+ interview-driven videos with industry professionals. Here you can find videos that align with your specific career interests. With each Candid Career video, you can choose to watch the full video (which is just a few minutes long) or skip to the parts youre most interested in by clicking a specific tab, like how to prepare or finding success. Each video features professionals working in that particular career area.

How to Access Career Information

Step 1: Visit the located in the Strayer Career Center. Log in as a student.

Step 2: Select your program (or a program you are interested in) and then select a degree and view the Career Exploration Guide.

Note: These are listed on the page and expand when clicked, but they are not titled “Program.”

Step 3: Under Explore This Field, you will find links to professional organizations, industry information, and job boards. Select a few from each category to learn more about jobs that require the skills, knowledge, and abilities you have or are pursuing in your academic journey.

Step 4: Under Industry Information, click on

.

Step 5: In the top right corner, enter a job title in the Search field. Choose a job that matches your unique personal brand.

Step 6: Select a position and take note of the details under each of the categories listed here:

• Occupation-Specific Information
• Occupational Requirements
• Experience Requirements
• Worker Requirements
• Worker Characteristics
• Workforce Characteristics

Helpful Resources

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attached docs for your reference it guide you to the assignment (2) outline and the requirement. please go over the attachment and the below instructions.1) What the writer must deliver (non-negotiables)

Write a Case Study Analysis Report (~2500 words) that:

• uses ONE framework only as the single lens (do not compare frameworks; do not list multiple frameworks),
• explains ONE real local UAE case (not hypothetical),
• and applies the framework step-by-step to show:
• how it maps to the case,
• where misalignment/weakness is,
• what the framework explains well.

Also required:

• Include a section on what the framework explains well vs what it doesnt.
• Include Reflection & insights that is NOT a solutions section (reflection = assumptions, fit, limits, adaptation).
• Use the structure: Introduction & case context Chosen framework (theory) Application Analysis Reflection & insights References.

2) Lock the case (real + local) before writing

The writer must choose one UAE e-commerce platform and one product category.

Pick one platform (choose one and stick to it):

• Amazon UAE (Amazon.ae)
• Noon

Define the case boundary (must be explicit):

• From: customer initiates a return (return request, label, pickup request)
• To: final disposition decision + refund completed (restock/refurbish/liquidate/reject + refund/credit issued)

Evidence the writer must gather (minimum pack):

1. Returns policy page (eligibility, time window, condition rules)
2. Screenshots of the return steps (initiation pickup/drop-off tracking status refund status)
3. At least 2 pieces of pain evidence (e.g., customer reviews about refund delays, disputes, missed pickups)
4. One real return journey timeline (dates + what happened at each step), ideally the students own experience
5. Any UAE-specific context trigger (sale event, seasonal peak, Ramadan/Eid shopping)

3) Choose ONE framework (recommended)

Use Supply Chain Complexity / Dependency Mapping as the single framework lens.

What the writer must do in the theory section:

• Define the framework clearly using academic sources.
• Explain core ideas in simple language:
• supply chains as interconnected nodes,
• material vs information dependencies,
• high-dependency nodes create fragility,
• small disruptions can cause large downstream effects,
• dependency/power dynamics can help explain why coordination doesnt improve.

Important: Present this as one coherent framework. Do not add Lean/TOC/Agile/Digital SCM as additional frameworks.

4) The CORE writing steps (main marks come from this)

The report must walk through the framework step-by-step and apply it to the case.

Step 0 Case brief (150250 words)

Describe:

• what is happening (returns creating delays, cost leakage, value loss),
• what symptoms are observed (refund delays, status uncertainty, disputes, missed pickups, backlog),
• why it matters (customer experience, cost, inventory recovery).

Step 1 Define system boundary and key nodes

Write the boundary explicitly and list the nodes (tailored to the platform):

• Customer
• Platform returns portal and customer support
• Seller/merchant (if marketplace model)
• Courier/3PL pickup or drop-off network
• Returns receiving hub
• Inspection and grading station
• Disposition decision owner (restock/refurb/liquidation/reject)
• Inventory system and resale channel
• Finance/refund processing

Deliverable: a short paragraph + a simple node diagram or bullet map.

Step 2 Map critical dependencies (material vs information)

Separate the flows:

• Material dependencies: pickup, transport, receiving, movement to inspection, movement to resale/refurb channel.
• Information dependencies: authorization, label issuance, tracking updates, inspection result recorded, dispute decision, refund authorization.

Deliverable: a table like:

• Dependency Upstream input Downstream activity blocked if missing/late.

Step 3 Identify high-dependency nodes and structural fragility

Select 35 fragility nodes and explain why they create queueing and delay, for example:

• Inspection/verification (everything waits on pass/fail/grade)
• Refund authorization (rules and approvals)
• Pickup capacity (missed pickups cause rework loops)
• Exception handling (missing parts, damage disputes, eligibility rejections)

Deliverable: Fragility nodes table:

• Node Why fragile What failure looks like Impact.

Step 4 Explain how disruption propagates (chain reaction)

Include a clear propagation narrative, e.g.:

• Sale peak return surge receiving backlog inspection queue grows refund queue grows customer contacts increase support workload rises resolutions slow further more dissatisfaction/escalations.

Deliverable: one bullet chain or simple diagram.

Step 5 Power/dependency insight (optional, but strong)

If included, keep it inside the same dependency lens:

• Customers depend heavily on platform policy and decisions.
• Sellers depend on platform dispute outcomes.
• Couriers can become a bottleneck during peaks.
• Fragmented decision rights cause negotiation, delays, and inconsistent outcomes.

Deliverable: short paragraph connecting power/dependency to instability.

Step 6 What the framework explains well vs what it doesnt

This must be explicit, with two sub-sections:

Explains well (examples):

• why delays repeat (dependency concentration)
• why queues form at inspection/refund nodes
• why small spikes create outsized impacts

Does not explain well (examples):

• precise cost quantification (needs cost model and internal data)
• exact performance metrics across nodes (needs operational timestamps)
• consumer behaviour drivers behind returns (may require behavioural theory)

5) Required report structure + word split

Use this structure and approximate word allocation:

1. Introduction & case context (300400)
2. Chosen framework (theory, cited) (600800)
3. Application to the case (largest section) (11001300)
4. Analysis (what it explains / where it struggles) (300450)
5. Reflection & insights (250400)
6. References + Appendices (evidence log, tables/diagrams)

6) Reflection rules (to avoid losing marks)

Reflection must not be a recommendations list.

Reflection must address:

• What the framework helped explain and why.
• Where the framework is weak for this case and why.
• Which assumptions may not hold in UAE e-commerce returns.
• What adaptation would make the framework more practically useful (conceptual adaptation, not a long fixes list).

7) Visuals/tables the writer should include

1. Node map of the returns network
2. Material vs information dependency table
3. Fragility nodes table
4. Disruption propagation chain
5. Evidence log (source what it proves where used)

8) Final quality checklist (must pass)

• Only ONE framework is used.
• One real UAE case is used and supported by evidence.
• Application section is the largest and step-by-step.
• Explains well vs doesnt is included explicitly.
• Reflection is not a solutions section.
• No invented facts or fake citations.