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Strategic Acquisition Rationale Presentation Template

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Project Rationale Presentation

Transcript: Metal Halide Lights are comparatively less efficient than other lights The use of coal energy is harmful to Rose both economically and environmentally Efficacy is the power to produce lighting seen by the human eye per input power (measured as Lumens per Watt). HPS lights produce poor color rendering "yellow light," creating a difficult environment for sports. Solar Power provides a feasible option for an alternative energy source. Coal produces nearly twice the amount of CO2 emissions as the 2nd highest fuel (natural gas) [3]. HPS lights are easy to install, require little to no maintenance, and are a cheaper alternative. Rose-Hulman spends nearly $14,000 per year on lighting the IM fields [2]. A comparision of tree colors reveals that LEDs provide much better color rendition High Pressure Sodium lights are a low cost alternative to Metal Halide Lights Alternative Lighting Solutions for IM Field Lights Recrational field lighting plays a major role in energy cost and consumption. Light Comparison [6] HPS lights are efficient but impractical for use in sports due to poor color rendition. High Pressure Sodium lights produce a dull, yellow light that makes colors nearly indistinguishable. Metal Halide lights have a shorter life, produce more CO2 emissions and have a worse efficacy. LEDs provide lighting that suits sports needs, while HPS lights do not. LEDs consume 75% less energy, produce more lumens per watt, and run at a lower cost than Metal Halide lights [6]. Electricity accounts for over 66% of emissions annually produced by Rose-Hulman [2]. LEDs produce an intense, white light that meets sports lighting requirements in color distinction and brightness. Large-scale LED lighting at night provides excellent color rendition and visibility. Over one ton of CO2 emissions a year is created by the burning of coal to create power for just the IM lights [4]. Nearly 82 tons of coal are required to light the intramural fields alone each year. LEDs provide excellent color rendition with a low running cost

Template: Strategic Plan

Transcript: Reading assistance and teaching Rent reimbursement Training parents to teach and read Reading WORKS April 2010 Elementary schools: Coit, Mulich, Sibley, Covell Grand Rapids Property Owners Association Mission Organizational Mandates Expand program to additional schools Obtain ACSET funding/support Obtain GRPS funding/support Seek additional grants for funding Expand marketing, create website and/or brochure O The Other Way Weaknesses Recommendation #3 Questions ReadingWORKS: Strategic Plan Funders Campfire USA Keystone Church Devos Foundation Currently serving four elementary schools, and the surrounding communities. They hope to Strategies to manage issues •Diversify funding base •Develop and maintain outcome evaluation measure •Apply for 501(c) 3 status and pursue grants independently from ASCET •Develop better marketing tools. (e.g. website, pamphlet) •Avoid 501(c) 3 status and become a program funded and sustained by ASCET •Partner with ASCET and work collaboratively, neither becoming an independent 501(c) 3 nor a program of ASCET •Identify key community partners with whom to team up Strong and committed leadership History of success and growth Positive community relationship Adequate funding to meet needs Diverse funding stream provided to program Provides networking for parents Kent Schools Services Network We recommend that Reading WORKS establishes a unified mission and vision statement Opportunities Sustain funding by diversifying funder base through website design, resource management, and donor aquisition Introductions: Internal Stakeholders What they're about SWOC ACSET Issue #3 How can Reading WORKS sustain funding over the next five years? Adults play an important role in the lives of children It is the day to day experiences that count most within families Issue #2 Should Reading WORKS formalize their organization? Recommendation #2 That Reading WORKS formalizes the organization by: Clearly identified roles, contracts, structure Students Todd Workman Strengths Lack of concrete structure to the program No sustainable leadership Struggle between ACSET/Mary Lack of specific goals and direction Lack of volunteer board or advisors Decentralized training for teachers No website or brochure Lack of communication •Become a part of ASCET •Independently apply for 501(c) 3 status •Hire a Director to oversee programming, funding and community partnering •Develop a clearly identified organizational structure •Recruit a volunteer Board of Directors Strategic Issues Mission:(tentative) A collaborative community effort to educate families thereby promoting the love of literacy that is transferred from one generation to another producing stronger families and communities "I have learned to be more understanding and patient with my son." "This program has helped me a lot because I am learning with him" •Identify a singular mission statement that guides their acting, thinking, and decision making •Identify a vision for the future of Reading WORKS and take appropriate actions to achieve that vision External Stakeholders G Shane Schamper Challenges Teachers Recommendation #1 W Mary Engelsman: Creator GRPS ! Strategy Change Cycle Recommendations Services Mary Englesman Organization Description Issue #1 What are Reading WORKS' mission and vision for the future? Gathering data and reporting Sustainability Communication Need for financial reporting and day-to-day direction Ability to measure changes in GRPS Communities R Scope Stakeholders

STRATEGIC ACQUISITION DECISIONS

Transcript: * Outlook for regions and sectors report - Deloitte 2017 Gomes et al., 2013 Gigerenzer, 2008 Qualitative research approach - Understand why and how things happen (Yin, 2003) Literature barely provides findings regarding how heuristics arise and how they influence the pre-merger stage. Case study research to get in-depth understanding Especially useful for relevant organizational processes that have heterogeneous opportunities, few experiences and a high level of unpredictability. (Bingham & Eisenhardt, 2013; Gigerenzer, 2008) Three major perspectives on Heuristics Empirical Part Most research qualifies failure rates to be 50-70% or higher. Bingham & Eisenhardt, 2011 Generation and analysis of data M&A can be seen as "important sources of external growth and corporate development". M&A transactions have a high level of risk and uncertainty. Information and time are limited and heuristics provide quick means of decision-making. M&A is a field of research with high practical implications. STRATEGIC ACQUISITION DECISIONS Merger Phase: Transaction Heuristics are "rules of thumb that provide cognitive shortcuts in decision making" (Gigernenzer & Goldstein, 2011) The M&A Literature "Heuristics are frugal - that is, they ignore part of the information." Why M&A? Post-Merger Phase: Integration Kale, Dyer, & Singh, 2002 Firms learn portfolios of heuristics Heuristic portfolios are initiated with selection and procedural heuristics In a developmental order priority and temporal heuristics are learned after selection and procedural heuristics and have a higher level of sophistication. Portfolio of Heuristics It is crucial to come to the right decision when selecting a possible target for an M&A transaction. Drawback of the learning literature that it is not examined what is actually learned. Almor, Tarba, & Margalit, 2014 Bauer & Matzler, 2014 Capron, 1999 Christensen et al., 2011 Haleblian et al., 2009 Idea and Research Interest Empirical Part The Heuristics and Organizational Learning Literature Field of research - Research gap This master thesis aims to answers the question on whether and if so, heuristics have an impact or exist in the pre-merger stage of M&A transactions. High managerial relevance for research in the field of M&A (Volume of M&A transactions 4.4 trillions*) Negative outcomes might come from cross-cultural mistakes, financial miscalculations and capability misalignment. Companies learn processes from prior experience. Likely to performance improves if companies repeat processes like M&A transactions. A comparative case study on the role of heuristics in the pre-merger stage "Strategic and Organizational Fit" Jansen, 2016 Gigerenzer, 2008 Research Cooperation between SMA Research Lab and GfPMI Definitions of Heuristics Heuristics Pre-Merger Phase Strategic Analysis & Conception Heuristics-and-biases paradigm Contribution Wang & Zajac, 2007 Bauer, Matzler, & Wolf, 2016 Cartwrigth & Schoenberg, 2006 Gomes et al., 2013 SMA Research Lab - prior projects Bingham & Eisenhardt, 2011 Mergers & Acquisitions Interviews with companies in the German-speaking area. Five step approach of data analysis: Broad background information Score heuristics that have influence on the pre-merger stage Consolidation of heuristics within a category Portfolio of heuristics? Analysis of heuristics and their influence on the pre-merger stage The research question Merger Phases "Simple Rules" Anand & Khanna, 2000 Baum & Wally, 2003 Cohan et al., 1996 Haunschild & Sullivan, 2002 Vermeulen & Barkema, 2002 Brueller, Carmeli, & Markman, 2016 "...heuristics rather satisfice (i.e. find a good-enough solution)..." Wolfgang Höck, 15th March 2018 External growth and corporate development Adjustments to existing business models Increased survival rates Cutting costs Acquiring technological knowledge Value creation (e.g. market power) Managerial self-interest Environmental factors Firm characteristics Theoretical and Managerial Contribution Cartwright & Schoenberg, 2006 Christensen et al., 2011 Gomes at al., 2013 Kahneman & Tversky, 1974 Gigerenzer, 2008; Goldstein & Gigerenzer, 2002 Bingham & Eisenhardt, 2011 "Heuristics constitute 'rational' strategy in unpredictable markets" (Bingham & Eisenhardt, 2011) Deriving further categories of heuristics Direct influence of heuristics in the pre-merger stage? Continuous change of portfolio of heuristics? Positive view of heuristics Practical relevance of heuristics in situations of high uncertainty, risk and lack of information M&A gives the unique potential to change organizations, restructure and further develop both internally and externally. Fast-and-frugal paradigm Antecedents of M&A transactions Gomes et al., 2013 Core literature review "...the basis of value-creating stretegies that can be more effective than information-intensive, cognitively demanding approaches" (Bingham & Eisenhardt, 2011) Bauer & Matzler, 2014 Topic of Master Thesis Idea & theoretical framework Core literature review

2031 Strategic Template

Transcript: Combined 2016 & 17 revenues by market 2016 | at a glance 2031 | dream big Weekly BD reporting at Monday am meeting aligning strategic plan to opportunities being chased Monthly financial reporting to partners communicating financial state of HGC to owners based on strategic plan Monthly reporting at meetings communicating status of strategic plan to all employees Monthly team lead reporting tracking team lead involvement in strategic plan Quarterly Exec reporting - communicate & redefine strategy of strategic plan with execs and dept. leads Build Our People Recruiting strategy: Columbus full time hires Diversity in co-ops HGC & SSRG field re-organization Leadership Academy classes Continue & evolve mentor / apprenticeship program 2017 | forecast 2017 | forecast Built Our People HGC Timeline - thru the years Preparing people for path for growth Built Our People Built Our Culture Built Our Processes Built Financial Performance 2016 | at a glance Build Financial Performance Build Our People Build Our Processes Build Every Day Staying on Track Enhance Office Operations: PM process improvement Accounting efficiencies CRM process evolution Go/NoGo process refinement Enhance Field Quality Control: Mentor / apprenticeship program evolution Safety training & implementation Built Our Processes graph showing people vs revenue and graph showing revenue by role type (PM, SPM, etc) 2016 | revenues by market Build Our Culture Build Our People Path to $1B | revenue goals by office 2031 | dream big Target growth areas for existing HGC markets : Entertainment Healthcare Target growth areas for new HGC markets: Industrial Mixed use Target growth area for secondary HGC markets: Windows Increase National footprint: Columbus office 2016 | at a glance Strategic Template to Strategic Plan 2017 | Forecast 2017 | revenues by market Build Our Processes Recruiting strategy: 3,000 FTE diverse, international candidates Be the "go to" company for co-ops Create an environment that provides meaning, career growth, empowerment for current and future employees Evolve apprenticeship program into professional series Questions, comments, next steps... Up Next... graph showing projected people vs revenue in 2017 Office re-organization (Market Leaders, Definition of markets & services) Began apprenticeship program - masonry Paid skills training - carpentry Professional Development series with Tommie Lewis Focused recruitment (industrial expertise (Brickett), national account expertise (Hothem), traveling supers) New PTO plan Additional members to Executive Team Build Cool Sh*t across state lines and country borders Maintain reputation as respected contractor National / Global community outreach involvement HGC expansion: Increase footprint (national & international presence Self-perform in new locations - strong field presence Acquisitions / mergers Growth into new service markets Growth of niche / specialized markets 2017 revenues by market (forecasted) Our Path to 2031 100 Years Build Our People Build Every Day Enhance Operations: Innovation Lab (3D printing/scanning, robotics, automation, modularization) Increase service offerings (Design/Engineering services, expand Project Delivery offerings, etc) Enhance Field Quality Control: Incorporate latest IT advancements (ie. self-healing building materials) Build upon reputation as a leader in safety Build Financial Performance Grow existing markets: entertainment, healthcare, industrial/manufacturing, multi-family Grow into new markets: data centers/IT advances, power, international TBD Secondary market growth: additional niche market segments Increase footprint: multiple offices (national and international presence) Built Our Culture HGC Construction Revenue $84.5M Annual Growth 2010-2016 18% SSRG Revenue $20.5M Annual Growth 2010-2016 26% Stanton Revenue $3.5M Annual Growth 2010-2016 26% Blueprint for consistent Operations: Playbook refinement Preconstruction Department created Software integration: Procore, Cosential, On-Screen, Enterface Technology integration: iPad roll out New Websites Build Our Processes 2031 | dream big Consistency in how we do things, wherever we are 2016 | at a glance Who? Obtain input from all departments to finalize the strategic plan for future growth & success Why? Preparing for long-term growth that fits the vision of HGC How? Focus on growing in a smart & sustainable way so we preserve our culture and maintain our reputation for quality, integrity, and innovation What? Define metrics of what we measure to ensure we're on the right path to meet our vision Blueprint for our Culture booklet Formed the Culture Committee Sports, internal outings, significant events, education Health & wellness, community engagement Improvements to HGC Campus - accounting area & SSRG space - courtyard - HR suite - fitness room - property acquisition Built Financial Performance Build Our People 2016 | at a glance Build Financial Performance Build culture & communication across field /

Acquisition Presentation

Transcript: Berko and Brown (1960) Concerned with how production lags behind comprehension during language acquisition. Because we are using vulnerable participants, we will undergo the following procedures to ensure our participants are at ease and comfortable to take part. >>5 words will include a word-initial /r/ and 5 a word-medial /r/ What We Aim to Discover C: Child ; E: Investigator [Taken from Video Transcript 04] Studied approximant production and perception in both normal and articulation-delayed preschool children (3;0 years) focusing on contrasts of /w/ and /r/, /w/ and /l/ and /r/. aims of our project Performance of task may not be dependent on their competence or performance but child-like level of attention. 30% of these will not include an /r/ phoneme (ie. 6) 70% of these will include an /r/phoneme (ie. 14) Completion of parental consent forms Stage Two He produced a study which looked at a 4;4 year old boy with language delay and found gliding was common. We will analyse children who produce a glide and children who don't separately, as well as determining whether the positioning of phoneme /r/ makes a difference to the comprehension and production tasks. This is Rudiger. He is from the Arctic, but he doesn't like the cold so he is moving to Australia! There is a problem though, he doesn't know how to get there.. Can you help him learn English so he can ask for directions? Collecting the Data : Figures Participant Specific Limitations The most common error patterns were liquid derivations in words such as ‘red.’ Perception was tested through a choice identification task - picking pictures which matched a given word. Children were encouraged to produce approximants in word initial, medial and final positions. The normal children were highly accurate whereas the delayed scored lower. Those who struggled with perception also struggled with pronunciation. Overall, errors on the /r/-/l/ phonemes were greater than the others and the difference between /w/-/r/ errors and the control /w/-/b/ were not significant. Six graphs will be produced in total. In consideration of the previous literature, we expect to find the following results in our experiment: Jakobson (1968) gives the example of Irksutsk (1921), whereby a male infant adopted /j/ in place of a liquid after assuming the manner of articulation from his sister and overgeneralising it throughout his whole vocabulary. Sample Specific Limitations Children that make production errors are more likely to make comprehension errors. “…children with SLI [Speech language Impediment] seem to be more likely than younger, normally developing children to show large variability, even when the phonetic contexts of the words and the children’s own consonant inventories provide no rationale for it. This is also seen in controlled studies in which new words (that do or do not conform to the children’s existing phonological patterns) are introduced to the children.” Leonard, L. (1998) Children with specific language impairment. Massachusetts: Massachusetts Institute of Technology Methodology Analysis Analysing the Data The attention span of children between 5;0 and 7;0 is variable. The chosen words the children will 'teach' will be prompted by picture cue-cards. The words covered will include an /r/ sound within both word-medial and word-initial positions. eg. '/r/ed' and 'bed/r/oom'. Also include words not featuring an /r/ sound. Bowen, C. (1998) Developmental phonological disorders. A practical guide for families and teachers. Melbourne: Acer Press Literature Review Preisser, D. A. ; Hodson, B. W. & Paden, E. P. (1988) Developmental Phonology: 18-29 months. In: Journal of Speech and Hearing Disorders, 53, pp.125-130 Kilminster and Laird (1978) suggested that the ‘voiced liquid /r/ in red’ was accurately realised by at least 75% of 5;0 children. The Fis Phenomenon 33.3% of these words will not include an /r/ phoneme (ie. 5) 66.6% of these will include an /r/ phoneme (ie. 10) Analysing the Data Children will be able to distinguish that gliding is a phonological error rather than a dialectal feature (such as l-vocalisation). We will ensure participants feel at ease by giving them the option to back out or have a break if they wish to do so Parents and children (where possible) will be informed of what the study entails and what the data will be used for Methodology The results of all participants will be averaged within age groups and represented in graphs. Children who produce glides in stage one will also be considered separately to those who don't, in stage two. The children in the sample all attend a primary school local to the investigation. Realisation of Approximants in the Later Stages of Phonological Development Broen, Strange and Doyle (1983) tests Grunwell, P & Russell, J. (1990) A Phonological Disorder in an English-Speaking Child - A Case Study. In Clinical Linguistics & Phonetics. Vol.4(1), pp.29-38 These will include two graphs for word-initial and word-medial

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