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EES 324 Lecture 12: Clean Air Act Debate

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redcockroach267
20 Dec 2018
School
University of Maine
Department
Ecology and Environmental Sciences
Course
EES 324
Professor
Sharon Tisher

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Document Summary

I want to start out by saying that we placed christine whitman in the epa because she"s has previous experience with the environment. And we think she is a great person for the position. Additionally, there are no closed-door deals or secret meetings that are involved in any of our policies we create. It"s all honest, people working to make the economy and jobs better every day. Christine whitman did not make a mistake in not putting carbon dioxide under section 108 of the caa, it was the right choice. There is no way she would have forgotten anyway because of all the administrative tasks that she has to go through in order to add a new greenhouse gas. In part iii of the supreme court brief, it"s discussed whether the court must defer to the epa"s decision as to whether or not it should regulate greenhouse gases under the caa.

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Related Questions

View the video transcript below and share your thoughts on the economic concepts that you believe are applicable.

Question# 1. Provide a rationale on whether or not a firm has to possess market power in order to raise prices.

How to Raise Prices Without Losing Customers

JJ RAMBERG, anchor:

With gas prices soaring and the economy tightening, you may think it’s not possible to charge your customers more. But, it turns out you can successfully raise prices without driving those customers away. Bob Prosen runs the consulting company, Prosen Center for Business. He’s helped business leaders rapidly increase performance, productivity and profits, and he’s also author of the book, “Kiss Theory Goodbye: Five Proven Ways to Get Extraordinary Results in Any Company.” Bob, welcome.

Mr. BOB PROSEN: Thank you.

RAMBERG: So, if you’re going to raise prices on your customers, one of the things you say is don’t surprise them. So, how do you give them warning?

Mr. PROSEN: Well, our customers are very important to us, lets not surprise them. Let’s let them know in advance that prices will increase. But, it’s important to explain to them in their language as to why prices are increasing. For instance, if its fuel surcharges, they’ll understand that. But its important we put it in their language so that they, in turn, can pass that along and plan for it in their own business.

RAMBERG: So, a lot of times when people are paying more, they expect to get more. So, you should communicate increased value I assume. But is saying, um--gas prices are going up for me, is that uh--the same as saying, you’re going to get more for your money?

Mr. PROSEN: No, definitely it’s not. In fact, the equation for value is benefits plus price. So, if prices are going to go up we have to have increased benefits for our customers. So, we can do things like under promise and over deliver. Give them a little bit more. Understand their customer’s customer. So that when we provide our services to them, they’re customized for our customers. They see more value, we understand their business, and therefore they’ll be more appreciative of what we do and less sensitive to price increases.

RAMBERG: That seems to--to follow into your next point, or go right into your next point, which is, track the quality of your products.

Mr. PROSEN: This is absolutely critical, and we can track the quality of our products many ways. Customers call us, complaints, warranty, rework. If we’ll deal with that, capture that, and inside of “Kiss Theory Goodbye” I teach business people how to reduce these problem occurrences and increase the quality of their product. You do it for two reasons: One, customers like us a lot more when things work the way they’re supposed to; and our cost structure goes down therefore maybe we don’t have to increase our prices as much and we can be more competitive.

RAMBERG: And then, also, relationships matter.

Mr. PROSEN: Oh this…

RAMBERG: So, if you have a good relationship, you can do more within that relationship.

Mr. PROSEN: Oh, definitely. People like to do business with people they like. So, lets make sure we stay in touch with our clients. Customize what we touch them with. You know, for instance, when I travel and I deal with business people, I always carry thank you notes in my briefcase. When I’m finished, I send them a note. It’s a rarity these days to even get a thank you note.

RAMBERG: Yeah, it absolutely is. So, about how much can you raise prices by? Can you suddenly figure out that your costs are gone up so much because of energy prices, or food prices, or gas prices, whatever it is, um--and raise it by 50%? Should you do it incrementally? Should you do it all at once? How does it work?

Mr. PROSEN: Yeah, that’s a great question. It depends on what industry you’re in. It depends on what you customers are doing. It depends on a number of things that determine how much, and when, and the frequency of our ability to raise prices. Therefore, what I always recommend to business leaders is work on your cost structure; make sure you’re efficient and effective. Keep your costs as low as you can. Therefore, you can be more competitive on your pricing. Sometimes, you have to pass along the price. Other times, try to absorb what you can through improved efficiencies.

RAMBERG: Should you be looking at your competitors and how much they’re charging?

Mr. PROSEN: Yes, you should absolutely be looking at your competitors. We always want to know what they’re charging. And by the way, we want to differentiate our products and services from our competitors. And, if we can prove a higher value by dealing with us versus our competitor we should be able to articulate that, and we do it based on facts because we know what’s going on in the industry.

RAMBERG: Alright, Bob I know a lot of people are thinking about raising prices so thanks for giving them some tips on how to actually do it.

Mr. PROSEN: My pleasure.

View the video transcript below and share your thoughts on the economic concepts that you believe are applicable.

Question# 1. Why does a firm have to posses market power in order to raise prices.

How to Raise Prices Without Losing Customers

JJ RAMBERG, anchor:

With gas prices soaring and the economy tightening, you may think it’s not possible to charge your customers more. But, it turns out you can successfully raise prices without driving those customers away. Bob Prosen runs the consulting company, Prosen Center for Business. He’s helped business leaders rapidly increase performance, productivity and profits, and he’s also author of the book, “Kiss Theory Goodbye: Five Proven Ways to Get Extraordinary Results in Any Company.” Bob, welcome.

Mr. BOB PROSEN: Thank you. RAMBERG: So, if you’re going to raise prices on your customers, one of the things you say is don’t surprise them. So, how do you give them warning?

Mr. PROSEN: Well, our customers are very important to us, lets not surprise them. Let’s let them know in advance that prices will increase. But, it’s important to explain to them in their language as to why prices are increasing. For instance, if its fuel surcharges, they’ll understand that. But its important we put it in their language so that they, in turn, can pass that along and plan for it in their own business.

RAMBERG: So, a lot of times when people are paying more, they expect to get more. So, you should communicate increased value I assume. But is saying, um--gas prices are going up for me, is that uh--the same as saying, you’re going to get more for your money?

Mr. PROSEN: No, definitely it’s not. In fact, the equation for value is benefits plus price. So, if prices are going to go up we have to have increased benefits for our customers. So, we can do things like under promise and over deliver. Give them a little bit more. Understand their customer’s customer. So that when we provide our services to them, they’re customized for our customers. They see more value, we understand their business, and therefore they’ll be more appreciative of what we do and less sensitive to price increases.

RAMBERG: That seems to--to follow into your next point, or go right into your next point, which is, track the quality of your products.

Mr. PROSEN: This is absolutely critical, and we can track the quality of our products many ways. Customers call us, complaints, warranty, rework. If we’ll deal with that, capture that, and inside of “Kiss Theory Goodbye” I teach business people how to reduce these problem occurrences and increase the quality of their product. You do it for two reasons: One, customers like us a lot more when things work the way they’re supposed to; and our cost structure goes down therefore maybe we don’t have to increase our prices as much and we can be more competitive.

RAMBERG: And then, also, relationships matter.

Mr. PROSEN: Oh this…

RAMBERG: So, if you have a good relationship, you can do more within that relationship.

Mr. PROSEN: Oh, definitely. People like to do business with people they like. So, lets make sure we stay in touch with our clients. Customize what we touch them with. You know, for instance, when I travel and I deal with business people, I always carry thank you notes in my briefcase. When I’m finished, I send them a note. It’s a rarity these days to even get a thank you note.

RAMBERG: Yeah, it absolutely is. So, about how much can you raise prices by? Can you suddenly figure out that your costs are gone up so much because of energy prices, or food prices, or gas prices, whatever it is, um--and raise it by 50%? Should you do it incrementally? Should you do it all at once? How does it work?

Mr. PROSEN: Yeah, that’s a great question. It depends on what industry you’re in. It depends on what you customers are doing. It depends on a number of things that determine how much, and when, and the frequency of our ability to raise prices. Therefore, what I always recommend to business leaders is work on your cost structure; make sure you’re efficient and effective. Keep your costs as low as you can. Therefore, you can be more competitive on your pricing. Sometimes, you have to pass along the price. Other times, try to absorb what you can through improved efficiencies.

RAMBERG: Should you be looking at your competitors and how much they’re charging?

Mr. PROSEN: Yes, you should absolutely be looking at your competitors. We always want to know what they’re charging. And by the way, we want to differentiate our products and services from our competitors. And, if we can prove a higher value by dealing with us versus our competitor we should be able to articulate that, and we do it based on facts because we know what’s going on in the industry.

RAMBERG: Alright, Bob I know a lot of people are thinking about raising prices so thanks for giving them some tips on how to actually do it.

Mr. PROSEN: My pleasure.

Case : Multi Projects Inc (Page 452 -454) Successful Project Management 6th Edition (Clements & Gido)

Case Study 1 Multi Projects

Multi Projects, Inc., is a well established consulting firm with 400 employees. It has many projects going on at the same time for various clients. Multi Projects has a good reputation , and nearly 30 percent of its business is from previous clients. It targets growing companies for future business and has been successful in this, too. Because of the growth, things have been quite hectic, with employees trying to keep up with the work, keep old clients satisfied, and bend over backward to accommodate new clients. Multi Projects has been hiring new employees-in fact, it has grown from 300 to 400 employees over the past two years.

Multi Projects has a matrix organizational structure. As new projects come in, a project manager is assigned. One project manager may be assigned to several projects at a time, depending on the sizes of the projects. Projects range in value from $20,000 to $1 million and can be from one month to two years in duration. Most projects are about six months in duration and worth about $60,000 to $80,000. The firm performs a range of consulting services, including market research, manufacturing system design, and executive recruiting. Its clients are medium to large corporations and include banks, manufacturers, and government agencies.

Multi Projects just got a call from Growin Corporation, which wants to go forward with a project that Multi Projects proposed nearly six months ago. Partners at Multi Projects are surprised by the good news. They had thought the project was dead. They are also very interested in carrying out a first project for Growin Corporation because it is a rapidly growing company. Multi Projects sees an opportunity to do several projects with Growin Corporation in the future.

Jeff Armstrong has been assigned as project manager for the Growin Corporation project. He has been with Multi projects far about a year and has been anxious to get a challenging project to manage. He worked on the proposal for the Growin project.

Tyler Bonilla is a senior systems engineer. He has been with Multi Projects eight years. He has an excellent reputation, and previous clients with whom he has worked usually request that he be assigned to their projects. He enjoys his work, even though he is extremely busy. He is currently working full time on a project for Goodold Company, a previous client. Goodold said that one of the reasons it does business with Multi Projects, rather than with another consulting firm, is the great work Tyler does on their projects.

Jennifer Fernandez is the manager of systems engineering. She has been with Multi Projects about 15 years. Tylet reports to Jennifer, but because of his heavy workload and associated travel, he does not get to see Jennifer very often, other than at her monthly staff meetings.

Julie Capriolo is the project manager for the Goodold Company project. She has been with Multi Projects for about two years. Tyler is assigned to her project full time. The project has a tight schedule, and everyone is putting in extra hours . Julie feels a lot of pressure, but she has a good project team--she relies heavily on Tyler. She had heard from a friend who used to work with Jeff that Jeff is very ambitious and will do whatever it takes to make himself look good. This had not been of concern to Julie because she and Jeff have separate projects and do not run into each other very often.

The day Jeff is assigned to be project manager on the Growin Corporation project, he runs into Tyler in the hallway. "We got the Growin project," he tells Tyler.

"Great," responds Tyler.

Jeff continues, "You know, one of the big reasons they gave the project to us rather than another consulting firm is because we promised you'd be the lead systems engineer on the project, Tyler. They were impressed with you when we met with them to present our proposal. When do you think you can start work on the project:"

"Unfortunately, I can't. I'm tied up on the Goodold project, and things are really hectic. I'll be on the project for another four months," says Tyler.

"No way!" exclaims Jeff. "This Growin project is too important to me--I mean, to us. I'll take care of it."

"You'd better talk to Jennifer," Tyler tells him.

Jeff stops by Jennifer's office. She's busy, but he interrupts her. "I gotta have Tyler Bonilla on my Growin project. He wants to work on it, but he said I should talk to you."

"Thats impossible," says Jennifer. "He's assigned to Julie Capriolo's Goodold project for the next four months."

"Julie? Who's she? Never mind. I'll find her and work it out. You probably have somebody else you can assign to her project." replies Jeff, as he quickly bolts out of her office in search of Julie.

"Thats my decision , not yours or Julie's!" shouts Jennifer. But by that time Jeff is gone and does not hear what she says.

Julie is meeting with her project team in the conference room. Jeff knocks on the door and opens it. "Is there a Julie in here?" he asks.

"I am Julie," she responds.

"I need to talk to you ASAP. It's important. Oh, by the way, sorry for interrupting." Looking forward Tyler, who's in the meeting, Jeff says, "Hey, Tyler, catch you later, buddy, after I talk with Julie." Jeff then shuts the door and goes back to his office. Julie is noticeably disturbed at the interruption.

After her meetin, Julie calls Jeff. "This is Julie. What did you want to talk to me about that was so urgent?'

"About reassigning Tyler to my project. He's interested, and I've already talked to Jennifer about it," answers Jeff.

"Thats impossible," declares Julie. "He's critical to the Goodold project."

"Sorry," says Jeff, "but if the Growin project is successful, we'll get more business from them than we ever got form the Goodold Company."

"It's already after 6 o'clock and I have to be out of town for a week, but I'll discuss this with Jennifer as soon as I get back," snaps Julie

"Yeah, sure, whatever," responds Jeff.

The next day Jeff calls a meeting with Jennifer and Tyler. He starts by telling them, "I called this meeting to figure how soon Tyler can begin working on the Growin project and how you [looking at Jennifer] can get somebody to take his palce on what's-her-name's project."

"I think Julie should be here for this discussion," says Jennifer.

"She couldn't make it. Apparently she's out of town for a week, and we need to get going on the Growin project." Jeff tells her. "We need to prepare for a meeting with them next week. Besides, Tyler is the one we're talking about, and he'd rather work on the Growin project. Right, Tyler?'

"Ah, well, now that you have asked, I am getting tired of working on the Goodold projects," replies Tyler. "I'm not learning anything new. I mean, it's okay, but I'd like a change.

Jennifer is astonished. "You never mentioned that to me, Tyler."

Jeff breaks in, "Well, I guess it's settled. Jennifer, you assign somebody else to the Goodold project who'll feel a little more challenged and tell Julie when she gets back. In the meantime, me and my buddy Tyler have got a lot of work to do to look good for our meeting with the Growin people next week."

Evaluate the case and propose a solution. Prioritise the steps to be taken in your approach, be systematic and motivate your assertions.

Total: [100]