Category: Business & Finance

  • [Solved] Business Finance – Management Assignment

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  • [Solved] Week Two discussion 2 replies. Please reply to the TWO students discussion post. 75 word min. each

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    [>Management homework help](https://www.sweetstudy.com/fields/business-finance-management) **files (1)** – ## WeekTwoDiscussion2RepliesHM.docx **## WeekTwoDiscussion2RepliesHM.docx** Reply to the **TWO students'** discussion posts with a minimum of 75 words each **Oladipo Efunkoya** **1. Summarize …

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    – ## WeekTwoDiscussion2RepliesHM.docx

    **## WeekTwoDiscussion2RepliesHM.docx**

    Reply to the
    **TWO students'** discussion posts with a minimum of 75 words each

    **Oladipo Efunkoya**

    **1. Summarize all of the events that have occurred in China regarding Tesla's customer service.**

    Tesla experienced significant criticism in China over its handling of customer complaints. The controversy began when a customer, Ms. Zhang, protested at the Auto Shanghai exhibition, alleging that faulty brakes on her family's Tesla Model 3 caused an accident that injured her parents. Earlier, Tesla had dismissed the claim, stating that a police report showed her father had been speeding.

    The protest quickly gained widespread attention on Chinese social media, attracting more than 150 million views and sparking public criticism of Tesla's customer service. Instead of addressing the customer's concerns, Tesla initially described Ms. Zhang as a "professional" protester making unreasonable demands, which further damaged the company's reputation.

    Chinese authorities also criticized Tesla. The Central Political and Legal Affairs Commission accused the company of being arrogant and failing to protect consumers, while the state-run Xinhua News Agency questioned Tesla's commitment to customer satisfaction. This followed earlier scrutiny in February when Chinese regulators publicly rebuked Tesla over quality issues. Tesla had also recently faced concerns from Chinese officials regarding data security, prompting CEO Elon Musk to reassure authorities that Tesla vehicles could not be used for espionage.

    In response to the growing backlash, Tesla issued a public apology, admitted it had failed to resolve the customer's complaint promptly, and announced plans to establish a customer satisfaction unit dedicated to improving customer service and responding more effectively to consumer concerns.

    **2. What specific recommendations would you make to Tesla with respect to its customer service strategy in China?**

    **Recommendation 1: Improve complaint resolution procedures.**
    Tesla should respond to customer complaints quickly, investigate concerns thoroughly, and maintain respectful communication throughout the process. Resolving issues early can prevent public disputes and strengthen customer trust.

    **Recommendation 2: Establish a dedicated customer satisfaction team.**
    As announced, Tesla should create a specialized team responsible for monitoring customer feedback, handling complaints, and ensuring customers receive timely updates until issues are resolved.

    **Recommendation 3: Increase transparency.**
    Tesla should clearly communicate the findings of investigations into reported vehicle issues and explain the steps taken to improve product quality and safety.

    **Recommendation 4: Train customer service staff.**
    Employees should receive training in conflict resolution, empathy, and effective communication to ensure customers feel respected and valued, even when disagreements arise.

    **3. What metrics or measures should Tesla use to gauge its success in achieving high customer satisfaction in China?**

    Tesla can measure the success of its customer service strategy by tracking:

    ·
    **Customer Satisfaction Score (CSAT):** Measures how satisfied customers are after receiving service.

    ·
    **Net Promoter Score (NPS):** Indicates how likely customers are to recommend Tesla to others.

    ·
    **Customer complaint resolution time:** Measures how quickly customer issues are resolved.

    ·
    **First Contact Resolution (FCR):** Tracks the percentage of issues resolved during the first customer interaction.

    ·
    **Number of customer complaints:** Monitors whether complaints decrease over time.

    ·
    **Customer retention and repeat purchases:** Indicates whether satisfied customers continue buying Tesla vehicles.

    ·
    **Online reviews and social media sentiment:** Assesses public perception and customer opinions about Tesla's service quality.

    These metrics would help Tesla evaluate whether its customer service improvements are increasing customer satisfaction and rebuilding trust in the Chinese market.

    **Reference**

    **Moss, T. (2021, April 21). Tesla Apologizes for Its Handling of China Customer After Outcry.**
    **_The Wall Street Journal_.** [**https://www.proquest.com/docview/2515568063/fulltext/60319D4F14E44AC9PQ/1?accountid=25320**](https://www.proquest.com/docview/2515568063/fulltext/60319D4F14E44AC9PQ/1?accountid=25320)

    **Jerald Henry**

    There have been many issues with customer service for Tesla in China, notably at the 2021 Shanghai Auto Show when the company faced protest. The boycott of the car began when a customer complained on social media platforms in China that the vehicle's brakes had failed, sparking a large-scale public outcry on Chinese social media. Initially, Tesla's defensive “no compromise” attitude triggered harsh criticism from the state media and regulators, including the State Administration for Market Regulation (SAMR), for Tesla's corporate arrogant attitude. Tesla, as a result, formally apologized and created a new department for customer satisfaction to better tackle individual complaints (Moss, 2021). The incident came after the battery fires and unintended acceleration issues had already damaged the brand's reputation, as previous regulatory summonses had already put strain on the brand (Kharpal, 2021).

    Tesla should first take a localized crisis management strategy, with a focus on being humble and acting in line with the Chinese cultural norms about corporate accountability, to enhance its customer service strategy. A proactive approach to both state controlled and consumer advocacy media can help temper the negative public story prior to its spiraling into a national scandal. Second, Tesla needs to adopt data transparency measures that enable customers to have easy and direct access to their car's Event Data Logs in cases of disputes. This openness would help to create the necessary trust when it comes to safety statements and decrease the amount of public protests that are made to obtain justice.

    To measure success, Tesla should focus on tracking long-term brand loyalty among Chinese consumers with the Net Promoter Score (NPS) and real-time consumer perception using Social Media Sentiment Analysis on platforms such as Weibo. Also, the Customer Effort Score (CES) would give them specific information regarding how efficient their new customer-satisfaction unit was during the solving of the technical issues.

    **References**

    Kharpal, A. (2021, April 22). Tesla branded as ‘arrogant’ in China as pressure mounts on the electric car maker.
    _CNBC_.
    [https://www.cnbc.com/2021/04/23/tesla-in-china-pressure-mounts-on-carmaker-after-customer-protest.html](https://www.cnbc.com/2021/04/23/tesla-in-china-pressure-mounts-on-carmaker-after-customer-protest.html)

    Moss, T. (2021, April 21). Tesla Apologizes for Its Handling of China Customer After Outcry.
    _The Wall Street Journal._ [https://www.proquest.com/docview/2515568063/fulltext/60319D4F14E44AC9PQ/1?accountid=25320](https://www.proquest.com/docview/2515568063/fulltext/60319D4F14E44AC9PQ/1?accountid=25320)

    **## WeekTwoDiscussion2RepliesHM.docx**

    Reply to the
    **TWO students'** discussion posts with a minimum of 75 words each

    **Oladipo Efunkoya**

    **1. Summarize all of the events that have occurred in China regarding Tesla's customer service.**

    Tesla experienced significant criticism in China over its handling of customer complaints. The controversy began when a customer, Ms. Zhang, protested at the Auto Shanghai exhibition, alleging that faulty brakes on her family's Tesla Model 3 caused an accident that injured her parents. Earlier, Tesla had dismissed the claim, stating that a police report showed her father had been speeding.

    The protest quickly gained widespread attention on Chinese social media, attracting more than 150 million views and sparking public criticism of Tesla's customer service. Instead of addressing the customer's concerns, Tesla initially described Ms. Zhang as a "professional" protester making unreasonable demands, which further damaged the company's reputation.

    Chinese authorities also criticized Tesla. The Central Political and Legal Affairs Commission accused the company of being arrogant and failing to protect consumers, while the state-run Xinhua News Agency questioned Tesla's commitment to customer satisfaction. This followed earlier scrutiny in February when Chinese regulators publicly rebuked Tesla over quality issues. Tesla had also recently faced concerns from Chinese officials regarding data security, prompting CEO Elon Musk to reassure authorities that Tesla vehicles could not be used for espionage.

    In response to the growing backlash, Tesla issued a public apology, admitted it had failed to resolve the customer's complaint promptly, and announced plans to establish a customer satisfaction unit dedicated to improving customer service and responding more effectively to consumer concerns.

    **2. What specific recommendations would you make to Tesla with respect to its customer service strategy in China?**

    **Recommendation 1: Improve complaint resolution procedures.**
    Tesla should respond to customer complaints quickly, investigate concerns thoroughly, and maintain respectful communication throughout the process. Resolving issues early can prevent public disputes and strengthen customer trust.

    **Recommendation 2: Establish a dedicated customer satisfaction team.**
    As announced, Tesla should create a specialized team responsible for monitoring customer feedback, handling complaints, and ensuring customers receive timely updates until issues are resolved.

    **Recommendation 3: Increase transparency.**
    Tesla should clearly communicate the findings of investigations into reported vehicle issues and explain the steps taken to improve product quality and safety.

    **Recommendation 4: Train customer service staff.**
    Employees should receive training in conflict resolution, empathy, and effective communication to ensure customers feel respected and valued, even when disagreements arise.

    **3. What metrics or measures should Tesla use to gauge its success in achieving high customer satisfaction in China?**

    Tesla can measure the success of its customer service strategy by tracking:

    ·
    **Customer Satisfaction Score (CSAT):** Measures how satisfied customers are after receiving service.

    ·
    **Net Promoter Score (NPS):** Indicates how likely customers are to recommend Tesla to others.

    ·
    **Customer complaint resolution time:** Measures how quickly customer issues are resolved.

    ·
    **First Contact Resolution (FCR):** Tracks the percentage of issues resolved during the first customer interaction.

    ·
    **Number of customer complaints:** Monitors whether complaints decrease over time.

    ·
    **Customer retention and repeat purchases:** Indicates whether satisfied customers continue buying Tesla vehicles.

    ·
    **Online reviews and social media sentiment:** Assesses public perception and customer opinions about Tesla's service quality.

    These metrics would help Tesla evaluate whether its customer service improvements are increasing customer satisfaction and rebuilding trust in the Chinese market.

    **Reference**

    **Moss, T. (2021, April 21). Tesla Apologizes for Its Handling of China Customer After Outcry.**
    **_The Wall Street Journal_.** [**https://www.proquest.com/docview/2515568063/fulltext/60319D4F14E44AC9PQ/1?accountid=25320**](https://www.proquest.com/docview/2515568063/fulltext/60319D4F14E44AC9PQ/1?accountid=25320)

    **Jerald Henry**

    There have been many issues with customer service for Tesla in China, notably at the 2021 Shanghai Auto Show when the company faced protest. The boycott of the car began when a customer complained on social media platforms in China that the vehicle's brakes had failed, sparking a large-scale public outcry on Chinese social media. Initially, Tesla's defensive “no compromise” attitude triggered harsh criticism from the state media and regulators, including the State Administration for Market Regulation (SAMR), for Tesla's corporate arrogant attitude. Tesla, as a result, formally apologized and created a new department for customer satisfaction to better tackle individual complaints (Moss, 2021). The incident came after the battery fires and unintended acceleration issues had already damaged the brand's reputation, as previous regulatory summonses had already put strain on the brand (Kharpal, 2021).

    Tesla should first take a localized crisis management strategy, with a focus on being humble and acting in line with the Chinese cultural norms about corporate accountability, to enhance its customer service strategy. A proactive approach to both state controlled and consumer advocacy media can help temper the negative public story prior to its spiraling into a national scandal. Second, Tesla needs to adopt data transparency measures that enable customers to have easy and direct access to their car's Event Data Logs in cases of disputes. This openness would help to create the necessary trust when it comes to safety statements and decrease the amount of public protests that are made to obtain justice.

    To measure success, Tesla should focus on tracking long-term brand loyalty among Chinese consumers with the Net Promoter Score (NPS) and real-time consumer perception using Social Media Sentiment Analysis on platforms such as Weibo. Also, the Customer Effort Score (CES) would give them specific information regarding how efficient their new customer-satisfaction unit was during the solving of the technical issues.

    **References**

    Kharpal, A. (2021, April 22). Tesla branded as ‘arrogant’ in China as pressure mounts on the electric car maker.
    _CNBC_.
    [https://www.cnbc.com/2021/04/23/tesla-in-china-pressure-mounts-on-carmaker-after-customer-protest.html](https://www.cnbc.com/2021/04/23/tesla-in-china-pressure-mounts-on-carmaker-after-customer-protest.html)

    Moss, T. (2021, April 21). Tesla Apologizes for Its Handling of China Customer After Outcry.
    _The Wall Street Journal._ [https://www.proquest.com/docview/2515568063/fulltext/60319D4F14E44AC9PQ/1?accountid=25320](https://www.proquest.com/docview/2515568063/fulltext/60319D4F14E44AC9PQ/1?accountid=25320)

  • [Solved] Week Two discussion 1 replies. Please reply to the TWO students discussion post. 75 word min.

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    [>Operations Management homework help](https://www.sweetstudy.com/fields/business-finance-operations-management) **files (1)** – ## WeekTwoDiscussion1RepliesHM.docx **## WeekTwoDiscussion1RepliesHM.docx** Reply to the **TWO students'** discussion posts with a minimum of 75 words each **Justin Forres…

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    [>Operations Management homework help](https://www.sweetstudy.com/fields/business-finance-operations-management)

    **files (1)**

    – ## WeekTwoDiscussion1RepliesHM.docx

    **## WeekTwoDiscussion1RepliesHM.docx**

    Reply to the
    **TWO students'** discussion posts with a minimum of 75 words each

    **Justin Forrester**

    The significance of a proactive customer service management process is the difference between a firm successfully managing friction or the firm incurring excessive cost due to rework and dissatisfaction. Customer service management is an inherently proactive process. Events that would require intervention can either be proactively identified, defined, and mitigated, or they can be realized when its too late and the only option left is damage control. In executing this process in a proactive way, triggers and signals for these types of events are developed. When an event is triggered, or information results in a signal of a potential event, triggers initiate a cross-functional response with the appropriate entities to proactively mitigate the situation.

    While these events, trigger, and signals need to be defined, it is also necessary to allow some level of ambiguity or fuzziness in the categorization and definition of these processes. Because not all situations fit into a standard, pre-defined set of categories, it is imperative to keep this in mind when implementing a system to account for these situations, much like the CRISP system 3M implemented in reading of chapter 4 (Lambert, 2014).

    Ultimately, customer service management determines whether or not top-level financials are impacted in a negative way that could have been prevented. Proactively mitigating a potential customer service issue could be the difference between a return customer and that account turning over. It could also mean the difference between margins being increased, or a higher cost of goods due to returns, reconciliations, or replacements.

    -Justin

    Lambert, D. M. (2014).
    _Supply Chain Management: Processes, Partnerships, Performance_ (4th ed.). Supply Chain Management Institute, LLC.
    [https://online.vitalsource.com/books/978-0-578-92716-9](https://online.vitalsource.com/books/978-0-578-92716-9)

    **Jerald Henry**

    Proactive customer service management is a change in the approach from firefighting to predictive customer service in order to anticipate the needs of customers and meet them before a specific request or complaint is even made. This is an important step for contemporary companies to take, not only to streamline their operations, but to ensure they are developing sustainable competitive advantages. Anticipating and resolving potential friction points in the customer journey, like delivery delays or technical issues, and addressing them first can help minimize the amount of high-cost customer support interactions while at the same time improving the value of the support. If a customer has to put in less effort in the first place, they will be more loyal than just feeling delighted with what the company provides, research has shown.

    Psychologically, proactivity is a reflection of commitment to the organization and empathy towards the customer, which mean that they are essential steps in gaining customer confidence and loyalty. If it is a company calling to solve a problem that the customer may not have been aware of, it's a different form of power dynamics, rather than remediation, its partnership. This initiative climate in the organization makes it easier for employees to share with the organization beyond the standard procedure, thus building a self-efficacy culture in the organization that directly translates into better services provided (Raub & Liao, 2012). In addition, proactive engagement is a great competitive advantage in today's hyper-competitive world. It makes customer service a profit center, rather than an expense center, helping to prevent customer churn and promote brand loyalty. In a nutshell, proactive management means that the company can manage the customer journey, maintaining that brand promises are delivered or exceeded every time, and that this helps to stabilize revenue streams in volatile markets. The strategic foresight allows the company to be agile and responsive towards the changing market demands. Therefore, it's imperative to take a proactive approach.

    **Reference**

    Raub, S., & Liao, H. (2012). Doing the right thing without being told: Joint effects of initiative climate and general self-efficacy on employee proactive customer service performance.
    _Journal of applied psychology_,
    _97_(3), 651.

    **## WeekTwoDiscussion1RepliesHM.docx**

    Reply to the
    **TWO students'** discussion posts with a minimum of 75 words each

    **Justin Forrester**

    The significance of a proactive customer service management process is the difference between a firm successfully managing friction or the firm incurring excessive cost due to rework and dissatisfaction. Customer service management is an inherently proactive process. Events that would require intervention can either be proactively identified, defined, and mitigated, or they can be realized when its too late and the only option left is damage control. In executing this process in a proactive way, triggers and signals for these types of events are developed. When an event is triggered, or information results in a signal of a potential event, triggers initiate a cross-functional response with the appropriate entities to proactively mitigate the situation.

    While these events, trigger, and signals need to be defined, it is also necessary to allow some level of ambiguity or fuzziness in the categorization and definition of these processes. Because not all situations fit into a standard, pre-defined set of categories, it is imperative to keep this in mind when implementing a system to account for these situations, much like the CRISP system 3M implemented in reading of chapter 4 (Lambert, 2014).

    Ultimately, customer service management determines whether or not top-level financials are impacted in a negative way that could have been prevented. Proactively mitigating a potential customer service issue could be the difference between a return customer and that account turning over. It could also mean the difference between margins being increased, or a higher cost of goods due to returns, reconciliations, or replacements.

    -Justin

    Lambert, D. M. (2014).
    _Supply Chain Management: Processes, Partnerships, Performance_ (4th ed.). Supply Chain Management Institute, LLC.
    [https://online.vitalsource.com/books/978-0-578-92716-9](https://online.vitalsource.com/books/978-0-578-92716-9)

    **Jerald Henry**

    Proactive customer service management is a change in the approach from firefighting to predictive customer service in order to anticipate the needs of customers and meet them before a specific request or complaint is even made. This is an important step for contemporary companies to take, not only to streamline their operations, but to ensure they are developing sustainable competitive advantages. Anticipating and resolving potential friction points in the customer journey, like delivery delays or technical issues, and addressing them first can help minimize the amount of high-cost customer support interactions while at the same time improving the value of the support. If a customer has to put in less effort in the first place, they will be more loyal than just feeling delighted with what the company provides, research has shown.

    Psychologically, proactivity is a reflection of commitment to the organization and empathy towards the customer, which mean that they are essential steps in gaining customer confidence and loyalty. If it is a company calling to solve a problem that the customer may not have been aware of, it's a different form of power dynamics, rather than remediation, its partnership. This initiative climate in the organization makes it easier for employees to share with the organization beyond the standard procedure, thus building a self-efficacy culture in the organization that directly translates into better services provided (Raub & Liao, 2012). In addition, proactive engagement is a great competitive advantage in today's hyper-competitive world. It makes customer service a profit center, rather than an expense center, helping to prevent customer churn and promote brand loyalty. In a nutshell, proactive management means that the company can manage the customer journey, maintaining that brand promises are delivered or exceeded every time, and that this helps to stabilize revenue streams in volatile markets. The strategic foresight allows the company to be agile and responsive towards the changing market demands. Therefore, it's imperative to take a proactive approach.

    **Reference**

    Raub, S., & Liao, H. (2012). Doing the right thing without being told: Joint effects of initiative climate and general self-efficacy on employee proactive customer service performance.
    _Journal of applied psychology_,
    _97_(3), 651.

  • [Solved] you now know three

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  • [Solved] Business Finance – Management Week Three Discussion 2 Assignment Instructions

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    [>Management homework help](https://www.sweetstudy.com/fields/business-finance-management) **files (2)** – ## WeekThreeDiscussion2InstructionsHM.docx – ## WeekThreeDiscussion2ArticleProQuestDocuments-2026-07-04.pdf **## WeekThreeDiscussion2InstructionsHM.docx** **Week Three Discussion 2** **Article:…

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    **files (2)**

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    – ## WeekThreeDiscussion2ArticleProQuestDocuments-2026-07-04.pdf

    **## WeekThreeDiscussion2InstructionsHM.docx**

    **Week Three Discussion 2**

    **Article:   Kapner, S. & Ziobro, P. (2021, January 11). Retailers Say Skip Returns of Unwanted Items.**
    **_The Wall Street Journal_.** [**https://www.proquest.com/docview/2476504877/fulltext/834D9AFC83144B9FPQ/2?accountid=25320**](https://www.proquest.com/docview/2476504877/fulltext/834D9AFC83144B9FPQ/2?accountid=25320) **(SEE ATTACHMENT)**

    **Summary: Retailers have a new message for consumers looking to return an item: Keep it.**

    **Questions:**

    1.
    **How big of a challenge are returns to e-commerce retailers? In other words, what's the scale and scope of the challenge?**

    2.
    **What new approach are some retailers now using to handle returns?**

    3.
    **Critically evaluate – articulate both advantages and disadvantages – of the new approach to returns that you described in the earlier question.**

    **## WeekThreeDiscussion2ArticleProQuestDocuments-2026-07-04.pdf**

    Retailers Say Skip Returnsof Unwanted Items
    Kapner, Suzanne; Ziobro, Paul . Kapner, Suzanne; Ziobro, Paul.

    ProQuest document link

    FULL TEXT
    Retailers have a new message for consumers looking to return an item: Keep it.

    Amazon.com Inc., Walmart Inc. and other companies are using artificial intelligence to decide whether it makes economic

    sense to process a return. For inexpensive items or large ones that would incur hefty shipping fees, it is often cheaper to

    refund the purchase price and let customers keep the products.

    The relatively new approach, popularized by Amazon and a few other chains, is being adopted more broadly during the

    Covid-19 pandemic, as a surge in online shopping forces companies to rethink how they handle returns. "We are getting so

    many inquiries about this that you will see it take off in coming months," said Amit Sharma, chief executive of Narvar Inc.,

    which processes returns for retailers.

    Lorie Anderson of Vancouver, Wash., was pleasantly surprised when she tried to return online purchases of makeup at

    Target and batteries from Walmart. The chains issued her a refund but told her to keep the items.

    "They were inexpensive, and it wouldn't make much financial sense to return them by mail," Ms. Anderson, 38 years old,

    said. "It's a hassle to pack up the box and drop it at the post office or UPS. This was one less thing I had to worry about."

    A Target Corp. spokeswoman said the retailer gives customers refunds and encourages them to donate or keep the item in a

    small number of cases in which the company deems that option is easier than returning the purchase.

    A Walmart spokeswoman said the "keep it" option is designed for merchandise it doesn't plan to resell and is determined

    by customers' purchase history, the value of the products and the cost of processing the returns.

    Amazon didn't provide a comment.

    The number of e-commerce packages that were returned in 2020 jumped 70% from 2019, according to Narvar. More than

    half of the increase was due to higher e-commerce sales, Narvar estimated, while more than a quarter was the result of

    shoppers not wanting to return web orders to physical stores.

    A smaller percentage was because people didn't get the right size — either because their weight had changed during the

    pandemic or they were unfamiliar with the brand's sizing.

    E-commerce returns could total as much as $70.5 billion for this past holiday season alone, a 73% jump from the previous

    five-year average, according to CBRE Group Inc., a commercial real-estate services and investment firm.

    After handling a record three billion packages during the holiday season, the U.S. Postal Service and delivery companies are

    now receiving boxes that need to go back, including some of the two million whose arrival was delayed past Christmas,

    according to ShipMatrix Inc., a consulting firm.

    United Parcel Service Inc. expected a 23% rise in returns the week of Jan. 4 from a year earlier.

    FedEx Corp. said returns volume has set record highs for the past six months. But the percentage of items ordered being

    returned is a bit lower than normal because a big part of the increase in online shopping during the pandemic has been

    from purchases of essential goods, according to Ryan Kelly, a marketing vice president at the delivery company. "A lot of

    the e-commerce surge was not shoes, but diapers," Mr. Kelly said.

    Delivery firms are working with retailers to help them reduce costs by providing scannable codes that consumers can bring

    to retailers such as Walgreens or UPS stores that accept the returns, according to industry executives.

    Walmart is allowing shoppers who purchase items online to schedule a time for FedEx to pick them up.

    Processing online returns can cost $10 to $20, excluding freight, depending on the item, said Rick Faulk, chief executive of

    Locus Robotics, which uses robots to help automate returns.

    [https://go.openathens.net/redirector/nu.edu?url=https://www.proquest.com/newspapers/retailers-say-skip-returnsof-unwanted-items/docview/2476504877/se-2?accountid=25320](https://go.openathens.net/redirector/nu.edu?url=https://www.proquest.com/newspapers/retailers-say-skip-returnsof-unwanted-items/docview/2476504877/se-2?accountid=25320)

    [https://go.openathens.net/redirector/nu.edu?url=https://www.proquest.com/newspapers/retailers-say-skip-returnsof-unwanted-items/docview/2476504877/se-2?accountid=25320](https://go.openathens.net/redirector/nu.edu?url=https://www.proquest.com/newspapers/retailers-say-skip-returnsof-unwanted-items/docview/2476504877/se-2?accountid=25320)

    "Returning to a store is significantly cheaper because the retailer can save the freight, which can run 15% to 20% of the

    cost," Mr. Faulk said. Online return rates run about triple those of purchases made in physical stores, he said.

    In past years, retailers urged shoppers to return online orders to stores not only to reduce costs but also to boost sales

    because customers tend to make additional purchases while there, Mr. Faulk said.

    Doing so this year is problematic given capacity constraints on retailers and the reluctance of some consumers to frequent

    enclosed public spaces.

    "Gone are the days of popping into stores without feeling anxious, so I'm doing almost all my returns by mail," said Brittany

    Connor, who lives in Philadelphia.

    She recently tried to return a $16.91 cat harness she bought from the online pet retailer Chewy Inc. because it was too

    small. Chewy told her to donate the harness to an animal shelter. It refunded her the money and sent her a new harness in a

    bigger size. "I love that," said Ms. Connor, 32, who works in public relations.

    A Chewy spokeswoman said the company is committed to providing customer-friendly return policies.

    Jan Edmiston, a Presbyterian pastor from Charlotte, N.C., ordered the wrong version of a book titled "What Lies Between

    Us." Instead of an antiracism book, she bought a thriller by the same name. Rather than asking her to send it back, Amazon

    issued a refund and told her to keep it.

    "How much money is Amazon making to be able to absorb these mistakes?" Ms. Edmiston asked. She has been using the

    errantly ordered book to prop up her laptop for Zoom calls. She plans to give away the book.

    Cybercriminals are getting wise to these new return techniques.

    "People do this for the sport of it, not just for monetary gain," said Yuval Ben-David, an analyst at Sixgill, a cybersecurity

    company.

    The most common method is to claim an item didn't arrive or was defective, Mr. Ben-David said. Then the criminals use

    social-engineering techniques to try to persuade the retailer to issue a refund. One common technique among scammers is

    to claim to be afraid to sign for packages during the pandemic for fear of catching Covid-19, he said.

    About a quarter of all dark-web chatter about return fraud in the past year focused on Amazon, according to Sixgill. The

    criminals say Amazon's algorithms are more likely to detect fraud if the account is newly opened, which has led to a

    secondary market for older accounts, according to Mr. Ben-David.

    Credit: By Suzanne Kapner and Paul Ziobro

    DETAILS

    Business indexing term: Subject: Retail stores Electronic commerce Customers Discount department stores;
    Corporation: FedEx Corp Walmart Inc; Industry: 45411 : Electronic Shopping and Mail-
    Order Houses 49111 : Postal Service 49211 : Couriers and Express Delivery Services 45511 :
    Department Stores

    Subject: Retail stores; Electronic commerce; Purchasing; Customers; Postal & delivery services;
    Coronaviruses; Pandemics; Discount department stores; COVID-19

    Company / organization: Name: FedEx Corp; NAICS: 484110, 492110, 551114; Name: Walmart Inc; NAICS: 454110,
    455110, 455211

    Publication title: Wall Street Journal, Eastern edition; New York , N.Y.

    First page: A.1

    Publication year: 2021

    LINKS
    Linking Service

    Database copyright  2026 ProQuest LLC. All rights reserved.
    Terms and Conditions Contact ProQuest

    Publication date: Jan 11, 2021

    Publisher: Dow Jones & Company Inc.

    Place of publication: New York, N.Y.

    Country of publication: United States

    Publication subject: Business And Economics–Banking And Finance

    ISSN: 00999660

    Source type: Newspaper

    Language of publication: English

    Document type: News

    ProQuest document ID: 2476504877

    Document URL: https://go.openathens.net/redirector/nu.edu?url=https://www.proquest.com/newspapers/
    retailers-say-skip-returnsof-unwanted-items/docview/2476504877/se-2?accountid=25320

    Copyright: Copyright 2021 Dow Jones & Comp any, Inc. All Rights Reserved.

    Full text availability: This publication may be subject to restrictions within certain markets, including
    corporations, non-profits, government institutions, and public libraries. In those cases
    records will be visible to users, but not full text.

    Last updated: 2025-01-30

    Database: ProQuest One Academic

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    – Retailers Say Skip Returnsof Unwanted Items

    **## WeekThreeDiscussion2ArticleProQuestDocuments-2026-07-04.pdf**

    Retailers Say Skip Returnsof Unwanted Items
    Kapner, Suzanne; Ziobro, Paul . Kapner, Suzanne; Ziobro, Paul.

    ProQuest document link

    FULL TEXT
    Retailers have a new message for consumers looking to return an item: Keep it.

    Amazon.com Inc., Walmart Inc. and other companies are using artificial intelligence to decide whether it makes economic

    sense to process a return. For inexpensive items or large ones that would incur hefty shipping fees, it is often cheaper to

    refund the purchase price and let customers keep the products.

    The relatively new approach, popularized by Amazon and a few other chains, is being adopted more broadly during the

    Covid-19 pandemic, as a surge in online shopping forces companies to rethink how they handle returns. "We are getting so

    many inquiries about this that you will see it take off in coming months," said Amit Sharma, chief executive of Narvar Inc.,

    which processes returns for retailers.

    Lorie Anderson of Vancouver, Wash., was pleasantly surprised when she tried to return online purchases of makeup at

    Target and batteries from Walmart. The chains issued her a refund but told her to keep the items.

    "They were inexpensive, and it wouldn't make much financial sense to return them by mail," Ms. Anderson, 38 years old,

    said. "It's a hassle to pack up the box and drop it at the post office or UPS. This was one less thing I had to worry about."

    A Target Corp. spokeswoman said the retailer gives customers refunds and encourages them to donate or keep the item in a

    small number of cases in which the company deems that option is easier than returning the purchase.

    A Walmart spokeswoman said the "keep it" option is designed for merchandise it doesn't plan to resell and is determined

    by customers' purchase history, the value of the products and the cost of processing the returns.

    Amazon didn't provide a comment.

    The number of e-commerce packages that were returned in 2020 jumped 70% from 2019, according to Narvar. More than

    half of the increase was due to higher e-commerce sales, Narvar estimated, while more than a quarter was the result of

    shoppers not wanting to return web orders to physical stores.

    A smaller percentage was because people didn't get the right size — either because their weight had changed during the

    pandemic or they were unfamiliar with the brand's sizing.

    E-commerce returns could total as much as $70.5 billion for this past holiday season alone, a 73% jump from the previous

    five-year average, according to CBRE Group Inc., a commercial real-estate services and investment firm.

    After handling a record three billion packages during the holiday season, the U.S. Postal Service and delivery companies are

    now receiving boxes that need to go back, including some of the two million whose arrival was delayed past Christmas,

    according to ShipMatrix Inc., a consulting firm.

    United Parcel Service Inc. expected a 23% rise in returns the week of Jan. 4 from a year earlier.

    FedEx Corp. said returns volume has set record highs for the past six months. But the percentage of items ordered being

    returned is a bit lower than normal because a big part of the increase in online shopping during the pandemic has been

    from purchases of essential goods, according to Ryan Kelly, a marketing vice president at the delivery company. "A lot of

    the e-commerce surge was not shoes, but diapers," Mr. Kelly said.

    Delivery firms are working with retailers to help them reduce costs by providing scannable codes that consumers can bring

    to retailers such as Walgreens or UPS stores that accept the returns, according to industry executives.

    Walmart is allowing shoppers who purchase items online to schedule a time for FedEx to pick them up.

    Processing online returns can cost $10 to $20, excluding freight, depending on the item, said Rick Faulk, chief executive of

    Locus Robotics, which uses robots to help automate returns.

    [https://go.openathens.net/redirector/nu.edu?url=https://www.proquest.com/newspapers/retailers-say-skip-returnsof-unwanted-items/docview/2476504877/se-2?accountid=25320](https://go.openathens.net/redirector/nu.edu?url=https://www.proquest.com/newspapers/retailers-say-skip-returnsof-unwanted-items/docview/2476504877/se-2?accountid=25320)

    [https://go.openathens.net/redirector/nu.edu?url=https://www.proquest.com/newspapers/retailers-say-skip-returnsof-unwanted-items/docview/2476504877/se-2?accountid=25320](https://go.openathens.net/redirector/nu.edu?url=https://www.proquest.com/newspapers/retailers-say-skip-returnsof-unwanted-items/docview/2476504877/se-2?accountid=25320)

    "Returning to a store is significantly cheaper because the retailer can save the freight, which can run 15% to 20% of the

    cost," Mr. Faulk said. Online return rates run about triple those of purchases made in physical stores, he said.

    In past years, retailers urged shoppers to return online orders to stores not only to reduce costs but also to boost sales

    because customers tend to make additional purchases while there, Mr. Faulk said.

    Doing so this year is problematic given capacity constraints on retailers and the reluctance of some consumers to frequent

    enclosed public spaces.

    "Gone are the days of popping into stores without feeling anxious, so I'm doing almost all my returns by mail," said Brittany

    Connor, who lives in Philadelphia.

    She recently tried to return a $16.91 cat harness she bought from the online pet retailer Chewy Inc. because it was too

    small. Chewy told her to donate the harness to an animal shelter. It refunded her the money and sent her a new harness in a

    bigger size. "I love that," said Ms. Connor, 32, who works in public relations.

    A Chewy spokeswoman said the company is committed to providing customer-friendly return policies.

    Jan Edmiston, a Presbyterian pastor from Charlotte, N.C., ordered the wrong version of a book titled "What Lies Between

    Us." Instead of an antiracism book, she bought a thriller by the same name. Rather than asking her to send it back, Amazon

    issued a refund and told her to keep it.

    "How much money is Amazon making to be able to absorb these mistakes?" Ms. Edmiston asked. She has been using the

    errantly ordered book to prop up her laptop for Zoom calls. She plans to give away the book.

    Cybercriminals are getting wise to these new return techniques.

    "People do this for the sport of it, not just for monetary gain," said Yuval Ben-David, an analyst at Sixgill, a cybersecurity

    company.

    The most common method is to claim an item didn't arrive or was defective, Mr. Ben-David said. Then the criminals use

    social-engineering techniques to try to persuade the retailer to issue a refund. One common technique among scammers is

    to claim to be afraid to sign for packages during the pandemic for fear of catching Covid-19, he said.

    About a quarter of all dark-web chatter about return fraud in the past year focused on Amazon, according to Sixgill. The

    criminals say Amazon's algorithms are more likely to detect fraud if the account is newly opened, which has led to a

    secondary market for older accounts, according to Mr. Ben-David.

    Credit: By Suzanne Kapner and Paul Ziobro

    DETAILS

    Business indexing term: Subject: Retail stores Electronic commerce Customers Discount department stores;
    Corporation: FedEx Corp Walmart Inc; Industry: 45411 : Electronic Shopping and Mail-
    Order Houses 49111 : Postal Service 49211 : Couriers and Express Delivery Services 45511 :
    Department Stores

    Subject: Retail stores; Electronic commerce; Purchasing; Customers; Postal & delivery services;
    Coronaviruses; Pandemics; Discount department stores; COVID-19

    Company / organization: Name: FedEx Corp; NAICS: 484110, 492110, 551114; Name: Walmart Inc; NAICS: 454110,
    455110, 455211

    Publication title: Wall Street Journal, Eastern edition; New York , N.Y.

    First page: A.1

    Publication year: 2021

    LINKS
    Linking Service

    Database copyright  2026 ProQuest LLC. All rights reserved.
    Terms and Conditions Contact ProQuest

    Publication date: Jan 11, 2021

    Publisher: Dow Jones & Company Inc.

    Place of publication: New York, N.Y.

    Country of publication: United States

    Publication subject: Business And Economics–Banking And Finance

    ISSN: 00999660

    Source type: Newspaper

    Language of publication: English

    Document type: News

    ProQuest document ID: 2476504877

    Document URL: https://go.openathens.net/redirector/nu.edu?url=https://www.proquest.com/newspapers/
    retailers-say-skip-returnsof-unwanted-items/docview/2476504877/se-2?accountid=25320

    Copyright: Copyright 2021 Dow Jones & Comp any, Inc. All Rights Reserved.

    Full text availability: This publication may be subject to restrictions within certain markets, including
    corporations, non-profits, government institutions, and public libraries. In those cases
    records will be visible to users, but not full text.

    Last updated: 2025-01-30

    Database: ProQuest One Academic

    [https://go.openathens.net/redirector/nu.edu?url=https://www.proquest.com/newspapers/retailers-say-skip-returnsof-unwanted-items/docview/2476504877/se-2?accountid=25320](https://go.openathens.net/redirector/nu.edu?url=https://www.proquest.com/newspapers/retailers-say-skip-returnsof-unwanted-items/docview/2476504877/se-2?accountid=25320)

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    – Retailers Say Skip Returnsof Unwanted Items

    **## WeekThreeDiscussion2InstructionsHM.docx**

    **Week Three Discussion 2**

    **Article:   Kapner, S. & Ziobro, P. (2021, January 11). Retailers Say Skip Returns of Unwanted Items.**
    **_The Wall Street Journal_.** [**https://www.proquest.com/docview/2476504877/fulltext/834D9AFC83144B9FPQ/2?accountid=25320**](https://www.proquest.com/docview/2476504877/fulltext/834D9AFC83144B9FPQ/2?accountid=25320) **(SEE ATTACHMENT)**

    **Summary: Retailers have a new message for consumers looking to return an item: Keep it.**

    **Questions:**

    1.
    **How big of a challenge are returns to e-commerce retailers? In other words, what's the scale and scope of the challenge?**

    2.
    **What new approach are some retailers now using to handle returns?**

    3.
    **Critically evaluate – articulate both advantages and disadvantages – of the new approach to returns that you described in the earlier question.**

    **## WeekThreeDiscussion2ArticleProQuestDocuments-2026-07-04.pdf**

    Retailers Say Skip Returnsof Unwanted Items
    Kapner, Suzanne; Ziobro, Paul . Kapner, Suzanne; Ziobro, Paul.

    ProQuest document link

    FULL TEXT
    Retailers have a new message for consumers looking to return an item: Keep it.

    Amazon.com Inc., Walmart Inc. and other companies are using artificial intelligence to decide whether it makes economic

    sense to process a return. For inexpensive items or large ones that would incur hefty shipping fees, it is often cheaper to

    refund the purchase price and let customers keep the products.

    The relatively new approach, popularized by Amazon and a few other chains, is being adopted more broadly during the

    Covid-19 pandemic, as a surge in online shopping forces companies to rethink how they handle returns. "We are getting so

    many inquiries about this that you will see it take off in coming months," said Amit Sharma, chief executive of Narvar Inc.,

    which processes returns for retailers.

    Lorie Anderson of Vancouver, Wash., was pleasantly surprised when she tried to return online purchases of makeup at

    Target and batteries from Walmart. The chains issued her a refund but told her to keep the items.

    "They were inexpensive, and it wouldn't make much financial sense to return them by mail," Ms. Anderson, 38 years old,

    said. "It's a hassle to pack up the box and drop it at the post office or UPS. This was one less thing I had to worry about."

    A Target Corp. spokeswoman said the retailer gives customers refunds and encourages them to donate or keep the item in a

    small number of cases in which the company deems that option is easier than returning the purchase.

    A Walmart spokeswoman said the "keep it" option is designed for merchandise it doesn't plan to resell and is determined

    by customers' purchase history, the value of the products and the cost of processing the returns.

    Amazon didn't provide a comment.

    The number of e-commerce packages that were returned in 2020 jumped 70% from 2019, according to Narvar. More than

    half of the increase was due to higher e-commerce sales, Narvar estimated, while more than a quarter was the result of

    shoppers not wanting to return web orders to physical stores.

    A smaller percentage was because people didn't get the right size — either because their weight had changed during the

    pandemic or they were unfamiliar with the brand's sizing.

    E-commerce returns could total as much as $70.5 billion for this past holiday season alone, a 73% jump from the previous

    five-year average, according to CBRE Group Inc., a commercial real-estate services and investment firm.

    After handling a record three billion packages during the holiday season, the U.S. Postal Service and delivery companies are

    now receiving boxes that need to go back, including some of the two million whose arrival was delayed past Christmas,

    according to ShipMatrix Inc., a consulting firm.

    United Parcel Service Inc. expected a 23% rise in returns the week of Jan. 4 from a year earlier.

    FedEx Corp. said returns volume has set record highs for the past six months. But the percentage of items ordered being

    returned is a bit lower than normal because a big part of the increase in online shopping during the pandemic has been

    from purchases of essential goods, according to Ryan Kelly, a marketing vice president at the delivery company. "A lot of

    the e-commerce surge was not shoes, but diapers," Mr. Kelly said.

    Delivery firms are working with retailers to help them reduce costs by providing scannable codes that consumers can bring

    to retailers such as Walgreens or UPS stores that accept the returns, according to industry executives.

    Walmart is allowing shoppers who purchase items online to schedule a time for FedEx to pick them up.

    Processing online returns can cost $10 to $20, excluding freight, depending on the item, said Rick Faulk, chief executive of

    Locus Robotics, which uses robots to help automate returns.

    [https://go.openathens.net/redirector/nu.edu?url=https://www.proquest.com/newspapers/retailers-say-skip-returnsof-unwanted-items/docview/2476504877/se-2?accountid=25320](https://go.openathens.net/redirector/nu.edu?url=https://www.proquest.com/newspapers/retailers-say-skip-returnsof-unwanted-items/docview/2476504877/se-2?accountid=25320)

    [https://go.openathens.net/redirector/nu.edu?url=https://www.proquest.com/newspapers/retailers-say-skip-returnsof-unwanted-items/docview/2476504877/se-2?accountid=25320](https://go.openathens.net/redirector/nu.edu?url=https://www.proquest.com/newspapers/retailers-say-skip-returnsof-unwanted-items/docview/2476504877/se-2?accountid=25320)

    "Returning to a store is significantly cheaper because the retailer can save the freight, which can run 15% to 20% of the

    cost," Mr. Faulk said. Online return rates run about triple those of purchases made in physical stores, he said.

    In past years, retailers urged shoppers to return online orders to stores not only to reduce costs but also to boost sales

    because customers tend to make additional purchases while there, Mr. Faulk said.

    Doing so this year is problematic given capacity constraints on retailers and the reluctance of some consumers to frequent

    enclosed public spaces.

    "Gone are the days of popping into stores without feeling anxious, so I'm doing almost all my returns by mail," said Brittany

    Connor, who lives in Philadelphia.

    She recently tried to return a $16.91 cat harness she bought from the online pet retailer Chewy Inc. because it was too

    small. Chewy told her to donate the harness to an animal shelter. It refunded her the money and sent her a new harness in a

    bigger size. "I love that," said Ms. Connor, 32, who works in public relations.

    A Chewy spokeswoman said the company is committed to providing customer-friendly return policies.

    Jan Edmiston, a Presbyterian pastor from Charlotte, N.C., ordered the wrong version of a book titled "What Lies Between

    Us." Instead of an antiracism book, she bought a thriller by the same name. Rather than asking her to send it back, Amazon

    issued a refund and told her to keep it.

    "How much money is Amazon making to be able to absorb these mistakes?" Ms. Edmiston asked. She has been using the

    errantly ordered book to prop up her laptop for Zoom calls. She plans to give away the book.

    Cybercriminals are getting wise to these new return techniques.

    "People do this for the sport of it, not just for monetary gain," said Yuval Ben-David, an analyst at Sixgill, a cybersecurity

    company.

    The most common method is to claim an item didn't arrive or was defective, Mr. Ben-David said. Then the criminals use

    social-engineering techniques to try to persuade the retailer to issue a refund. One common technique among scammers is

    to claim to be afraid to sign for packages during the pandemic for fear of catching Covid-19, he said.

    About a quarter of all dark-web chatter about return fraud in the past year focused on Amazon, according to Sixgill. The

    criminals say Amazon's algorithms are more likely to detect fraud if the account is newly opened, which has led to a

    secondary market for older accounts, according to Mr. Ben-David.

    Credit: By Suzanne Kapner and Paul Ziobro

    DETAILS

    Business indexing term: Subject: Retail stores Electronic commerce Customers Discount department stores;
    Corporation: FedEx Corp Walmart Inc; Industry: 45411 : Electronic Shopping and Mail-
    Order Houses 49111 : Postal Service 49211 : Couriers and Express Delivery Services 45511 :
    Department Stores

    Subject: Retail stores; Electronic commerce; Purchasing; Customers; Postal & delivery services;
    Coronaviruses; Pandemics; Discount department stores; COVID-19

    Company / organization: Name: FedEx Corp; NAICS: 484110, 492110, 551114; Name: Walmart Inc; NAICS: 454110,
    455110, 455211

    Publication title: Wall Street Journal, Eastern edition; New York , N.Y.

    First page: A.1

    Publication year: 2021

    LINKS
    Linking Service

    Database copyright  2026 ProQuest LLC. All rights reserved.
    Terms and Conditions Contact ProQuest

    Publication date: Jan 11, 2021

    Publisher: Dow Jones & Company Inc.

    Place of publication: New York, N.Y.

    Country of publication: United States

    Publication subject: Business And Economics–Banking And Finance

    ISSN: 00999660

    Source type: Newspaper

    Language of publication: English

    Document type: News

    ProQuest document ID: 2476504877

    Document URL: https://go.openathens.net/redirector/nu.edu?url=https://www.proquest.com/newspapers/
    retailers-say-skip-returnsof-unwanted-items/docview/2476504877/se-2?accountid=25320

    Copyright: Copyright 2021 Dow Jones & Comp any, Inc. All Rights Reserved.

    Full text availability: This publication may be subject to restrictions within certain markets, including
    corporations, non-profits, government institutions, and public libraries. In those cases
    records will be visible to users, but not full text.

    Last updated: 2025-01-30

    Database: ProQuest One Academic

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    – Retailers Say Skip Returnsof Unwanted Items

    **## WeekThreeDiscussion2InstructionsHM.docx**

    **Week Three Discussion 2**

    **Article:   Kapner, S. & Ziobro, P. (2021, January 11). Retailers Say Skip Returns of Unwanted Items.**
    **_The Wall Street Journal_.** [**https://www.proquest.com/docview/2476504877/fulltext/834D9AFC83144B9FPQ/2?accountid=25320**](https://www.proquest.com/docview/2476504877/fulltext/834D9AFC83144B9FPQ/2?accountid=25320) **(SEE ATTACHMENT)**

    **Summary: Retailers have a new message for consumers looking to return an item: Keep it.**

    **Questions:**

    1.
    **How big of a challenge are returns to e-commerce retailers? In other words, what's the scale and scope of the challenge?**

    2.
    **What new approach are some retailers now using to handle returns?**

    3.
    **Critically evaluate – articulate both advantages and disadvantages – of the new approach to returns that you described in the earlier question.**

    **## WeekThreeDiscussion2ArticleProQuestDocuments-2026-07-04.pdf**

    Retailers Say Skip Returnsof Unwanted Items
    Kapner, Suzanne; Ziobro, Paul . Kapner, Suzanne; Ziobro, Paul.

    ProQuest document link

    FULL TEXT
    Retailers have a new message for consumers looking to return an item: Keep it.

    Amazon.com Inc., Walmart Inc. and other companies are using artificial intelligence to decide whether it makes economic

    sense to process a return. For inexpensive items or large ones that would incur hefty shipping fees, it is often cheaper to

    refund the purchase price and let customers keep the products.

    The relatively new approach, popularized by Amazon and a few other chains, is being adopted more broadly during the

    Covid-19 pandemic, as a surge in online shopping forces companies to rethink how they handle returns. "We are getting so

    many inquiries about this that you will see it take off in coming months," said Amit Sharma, chief executive of Narvar Inc.,

    which processes returns for retailers.

    Lorie Anderson of Vancouver, Wash., was pleasantly surprised when she tried to return online purchases of makeup at

    Target and batteries from Walmart. The chains issued her a refund but told her to keep the items.

    "They were inexpensive, and it wouldn't make much financial sense to return them by mail," Ms. Anderson, 38 years old,

    said. "It's a hassle to pack up the box and drop it at the post office or UPS. This was one less thing I had to worry about."

    A Target Corp. spokeswoman said the retailer gives customers refunds and encourages them to donate or keep the item in a

    small number of cases in which the company deems that option is easier than returning the purchase.

    A Walmart spokeswoman said the "keep it" option is designed for merchandise it doesn't plan to resell and is determined

    by customers' purchase history, the value of the products and the cost of processing the returns.

    Amazon didn't provide a comment.

    The number of e-commerce packages that were returned in 2020 jumped 70% from 2019, according to Narvar. More than

    half of the increase was due to higher e-commerce sales, Narvar estimated, while more than a quarter was the result of

    shoppers not wanting to return web orders to physical stores.

    A smaller percentage was because people didn't get the right size — either because their weight had changed during the

    pandemic or they were unfamiliar with the brand's sizing.

    E-commerce returns could total as much as $70.5 billion for this past holiday season alone, a 73% jump from the previous

    five-year average, according to CBRE Group Inc., a commercial real-estate services and investment firm.

    After handling a record three billion packages during the holiday season, the U.S. Postal Service and delivery companies are

    now receiving boxes that need to go back, including some of the two million whose arrival was delayed past Christmas,

    according to ShipMatrix Inc., a consulting firm.

    United Parcel Service Inc. expected a 23% rise in returns the week of Jan. 4 from a year earlier.

    FedEx Corp. said returns volume has set record highs for the past six months. But the percentage of items ordered being

    returned is a bit lower than normal because a big part of the increase in online shopping during the pandemic has been

    from purchases of essential goods, according to Ryan Kelly, a marketing vice president at the delivery company. "A lot of

    the e-commerce surge was not shoes, but diapers," Mr. Kelly said.

    Delivery firms are working with retailers to help them reduce costs by providing scannable codes that consumers can bring

    to retailers such as Walgreens or UPS stores that accept the returns, according to industry executives.

    Walmart is allowing shoppers who purchase items online to schedule a time for FedEx to pick them up.

    Processing online returns can cost $10 to $20, excluding freight, depending on the item, said Rick Faulk, chief executive of

    Locus Robotics, which uses robots to help automate returns.

    [https://go.openathens.net/redirector/nu.edu?url=https://www.proquest.com/newspapers/retailers-say-skip-returnsof-unwanted-items/docview/2476504877/se-2?accountid=25320](https://go.openathens.net/redirector/nu.edu?url=https://www.proquest.com/newspapers/retailers-say-skip-returnsof-unwanted-items/docview/2476504877/se-2?accountid=25320)

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    "Returning to a store is significantly cheaper because the retailer can save the freight, which can run 15% to 20% of the

    cost," Mr. Faulk said. Online return rates run about triple those of purchases made in physical stores, he said.

    In past years, retailers urged shoppers to return online orders to stores not only to reduce costs but also to boost sales

    because customers tend to make additional purchases while there, Mr. Faulk said.

    Doing so this year is problematic given capacity constraints on retailers and the reluctance of some consumers to frequent

    enclosed public spaces.

    "Gone are the days of popping into stores without feeling anxious, so I'm doing almost all my returns by mail," said Brittany

    Connor, who lives in Philadelphia.

    She recently tried to return a $16.91 cat harness she bought from the online pet retailer Chewy Inc. because it was too

    small. Chewy told her to donate the harness to an animal shelter. It refunded her the money and sent her a new harness in a

    bigger size. "I love that," said Ms. Connor, 32, who works in public relations.

    A Chewy spokeswoman said the company is committed to providing customer-friendly return policies.

    Jan Edmiston, a Presbyterian pastor from Charlotte, N.C., ordered the wrong version of a book titled "What Lies Between

    Us." Instead of an antiracism book, she bought a thriller by the same name. Rather than asking her to send it back, Amazon

    issued a refund and told her to keep it.

    "How much money is Amazon making to be able to absorb these mistakes?" Ms. Edmiston asked. She has been using the

    errantly ordered book to prop up her laptop for Zoom calls. She plans to give away the book.

    Cybercriminals are getting wise to these new return techniques.

    "People do this for the sport of it, not just for monetary gain," said Yuval Ben-David, an analyst at Sixgill, a cybersecurity

    company.

    The most common method is to claim an item didn't arrive or was defective, Mr. Ben-David said. Then the criminals use

    social-engineering techniques to try to persuade the retailer to issue a refund. One common technique among scammers is

    to claim to be afraid to sign for packages during the pandemic for fear of catching Covid-19, he said.

    About a quarter of all dark-web chatter about return fraud in the past year focused on Amazon, according to Sixgill. The

    criminals say Amazon's algorithms are more likely to detect fraud if the account is newly opened, which has led to a

    secondary market for older accounts, according to Mr. Ben-David.

    Credit: By Suzanne Kapner and Paul Ziobro

    DETAILS

    Business indexing term: Subject: Retail stores Electronic commerce Customers Discount department stores;
    Corporation: FedEx Corp Walmart Inc; Industry: 45411 : Electronic Shopping and Mail-
    Order Houses 49111 : Postal Service 49211 : Couriers and Express Delivery Services 45511 :
    Department Stores

    Subject: Retail stores; Electronic commerce; Purchasing; Customers; Postal & delivery services;
    Coronaviruses; Pandemics; Discount department stores; COVID-19

    Company / organization: Name: FedEx Corp; NAICS: 484110, 492110, 551114; Name: Walmart Inc; NAICS: 454110,
    455110, 455211

    Publication title: Wall Street Journal, Eastern edition; New York , N.Y.

    First page: A.1

    Publication year: 2021

    LINKS
    Linking Service

    Database copyright  2026 ProQuest LLC. All rights reserved.
    Terms and Conditions Contact ProQuest

    Publication date: Jan 11, 2021

    Publisher: Dow Jones & Company Inc.

    Place of publication: New York, N.Y.

    Country of publication: United States

    Publication subject: Business And Economics–Banking And Finance

    ISSN: 00999660

    Source type: Newspaper

    Language of publication: English

    Document type: News

    ProQuest document ID: 2476504877

    Document URL: https://go.openathens.net/redirector/nu.edu?url=https://www.proquest.com/newspapers/
    retailers-say-skip-returnsof-unwanted-items/docview/2476504877/se-2?accountid=25320

    Copyright: Copyright 2021 Dow Jones & Comp any, Inc. All Rights Reserved.

    Full text availability: This publication may be subject to restrictions within certain markets, including
    corporations, non-profits, government institutions, and public libraries. In those cases
    records will be visible to users, but not full text.

    Last updated: 2025-01-30

    Database: ProQuest One Academic

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    – Retailers Say Skip Returnsof Unwanted Items

  • [Solved] Business Finance – Accounting Week Three Discussion 1 Assignment

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    [>Management homework help](https://www.sweetstudy.com/fields/business-finance-management) Need help with a question. **files (2)** – ## Wk6_526.docx – ## OrganizationalStructPresentationTemplate.pptx **## Wk6_526.docx** Wk 6 Assignment Due: 7/6/2026 at 8:00PM CST In today’s global business enviro…

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    Wk 6 Assignment

    Due: 7/6/2026 at 8:00PM CST

    In today’s global business environment, organizations face constant transformation driven by evolving demographics and rapid technological advances. Senior leadership teams must regularly evaluate whether the current organizational structure supports strategic goals while remaining responsive to these changes.

    The focus of this assessment is on identifying practical methods to optimize organizational design and workflows so the organization can effectively respond to shifting workforce demographics and the rapid pace of emerging technologies.

    **Assessment Preparation**

    Read the following scenario: Imagine it is now time for your team to present your findings and recommendations to senior leadership at the organization you have been working with throughout this course. Organization:
    **Amazon.com, Inc.**

    **NOTE: PLEASE USE APA FORMAT REVISION 7. REVISION 7 IS PARAMOUNT.**

    **Assessment Deliverable**

    Use the
    [Organizational Structure Presentation Template](https://multimedia.phoenix.edu/cms/202556797) to create an
    **8- to 10-slide presentation with detailed speaker notes** for the senior leadership team of the organization with global operations. Include the following sections and information in your presentation:

    · Introduction (1 slide)

    · Introduce the organization and industry.

    · Define the organization’s strategic goals.

    · Current Organizational Structure (2 slides)

    · Describe the organization’s current structure (e.g., hierarchical, flat, matrix) and its alignment with strategic goals.

    · Identify one or more inefficiencies or misalignments that you think may be in the current organizational structure.

    · Demographic Trends (2–3 slides)

    · Analyze the organization’s evolving demographic trends. Discuss how these trends create opportunities and challenges for workforce planning and customer engagement.

    · Explain how AI-driven demographic analysis can be used to identify opportunities for improving workforce planning and customer engagement.

    · Identify 2 potential risks with AI-driven demographic analysis (e.g., bias in AI algorithms) and address how these risks could impact compliance or relationships with government contracts and other businesses.

    · Propose strategies to mitigate these risks while leveraging AI effectively.

    · Technological Trends (1–2 slides)

    · Explain how emerging technologies, including AI, are transforming the organization’s operations, customer interactions, and competitive landscape. Address the rapid pace of technological development and its implications for organizational agility and innovation.

    · Recommendation for Organizational Structure (1 slide)

    · Recommend 1 change to the organization’s structure to better align with its strategic goals.

    · Explain how this change may improve responsiveness to demographic and technological trends.

    · Describe how the recommended change reflects ethical professional practices by promoting accountability, transparency, and fairness in organizational decision-making.

    · Conclusion (1 slide)

    · Summarize your findings and present your final thoughts.

    Cite any sources used and include a References slide. Format your citations and references according to APA guidelines.

    _Note:_ Use the organization’s website and other reputable outside sources to build knowledge of the organization’s goals and structure. This information may not be stated specifically in available documents. You will have to use what you learn to infer what the goals and structure are likely to be.

    **## OrganizationalStructPresentationTemplate.pptx**

    How to Use This Presentation Template

    Use this template to organize your assessment.

    Refer to the assessment instructions and include all required components. Slides and headings in this template are a guide only.

    Edit and add slides and headings, as needed.

    Replace prompts and instructions on slides in this template with your own content.

    Change a slide’s layout, as needed.

    There are brief instructions included in the speaker notes field of each slide.

    Select the Notes icon at the bottom of the display view the speaker notes.

    Delete provided placeholder text.

    Add your speaker notes, including details not on your slide to explain your slide, like what you would say during an oral presentation or video.

    Delete this slide before submitting your presentation.

    © 2025 University of Phoenix

    Instructions: Read the reminders on this slide before completing this presentation template. Delete this slide before submitting your presentation.

    1

    Presentation Title

    MGT/526: Managing in a Changing Environment

    Wk 6 Summative Assessment: Organizational Structure Presentation

    © 2025 University of Phoenix

    Student name:

    Faculty member name:

    Date submitted:

    Instructions: Customize the following placeholder fields on this slide: student name, faculty member name, and date. When finished, delete these instructions in the speaker notes.

    2

    Introduction

    © 2025 University of Phoenix

    Instructions: Introduce the organization and industry. Define the organization’s strategic goals.

    Add additional slides as needed. Change the layout of this slide, if desired. Replace this text with your speaker notes.

    3

    Current Organizational Structure

    © 2025 University of Phoenix

    Instructions:

    Describe the organization’s current structure (e.g., hierarchical, flat, matrix) and its alignment with strategic goals.

    Identify one or more inefficiencies or misalignments that you think may be in the current organizational structure.

    Add additional slides as needed. Change the layout of this slide, if desired. Replace this text with your speaker notes.

    4

    Demographic Trends

    © 2025 University of Phoenix

    Instructions:

    Analyze the organization’s evolving demographic trends. Discuss how these trends create opportunities and challenges for workforce planning and customer engagement.

    Explain how AI-driven demographic analysis can be used to identify opportunities for improving workforce planning and customer engagement.

    Identify 2 potential risks with AI-driven demographic analysis (e.g., bias in AI algorithms) and address how these risks could impact compliance or relationships with government contracts and other businesses.

    Propose  strategies to mitigate these risks while leveraging AI effectively.

    Add additional slides as needed. Change the layout of this slide, if desired. Replace this text with your speaker notes.

    5

    Technological Trends

    © 2025 University of Phoenix

    Instructions: Explain how emerging technologies, including AI, are transforming the organization’s operations, customer interactions, and competitive landscape. Address the rapid pace of technological development and its implications for organizational agility and innovation.

    Add additional slides as needed. Change the layout of this slide, if desired. Replace this text with your speaker notes.

    6

    Recommendations for Organizational Structure Design

    © 2025 University of Phoenix

    Instructions:

    Recommend 1 change to the organization’s structure to better align with its strategic goals.

    Explain how this changes may improve responsiveness to demographic and technological trends.

    Describe how the recommended change reflects ethical professional practices by promoting accountability, transparency, and fairness in organizational decision-making.

    Add additional slides as needed. Change the layout of this slide, if desired. Replace this text with your speaker notes.

    7

    Conclusion

    © 2025 University of Phoenix

    Instructions: Summarize your findings and present your final thoughts.

    Add additional slides as needed. Change the layout of this slide, if desired. Replace this text with your speaker notes.

    8

    References

    © 2025 University of Phoenix

    Add the references cited in your presentation formatted according to APA guidelines. List your resources in alphabetical order.

    Refer to the
    [Reference and Citation Generator](https://multimedia.phoenix.edu/cms/citation) for more guidance.

    Example of reference cited in APA format:

    American Psychological Association. (2020). Publication manual of the American Psychological Association (7th ed.).
    [https://doi.org/10.1037](https://doi.org/10.1037)

    Instructions: This slide does not count in the total slide count. Add all references used in your presentation formatted according to APA guidelines.

    Add additional slides as needed. When finished, delete these instructions in the speaker notes.

    9

    ## image28.jpeg

    ## image33.png

    ## image34.png

    ## image35.png

    ## image2.jpeg

    ## image4.jpeg

    ## image1.jpeg

    ## image10.jpeg

    ## image19.jpeg

    **## OrganizationalStructPresentationTemplate.pptx**

    How to Use This Presentation Template

    Use this template to organize your assessment.

    Refer to the assessment instructions and include all required components. Slides and headings in this template are a guide only.

    Edit and add slides and headings, as needed.

    Replace prompts and instructions on slides in this template with your own content.

    Change a slide’s layout, as needed.

    There are brief instructions included in the speaker notes field of each slide.

    Select the Notes icon at the bottom of the display view the speaker notes.

    Delete provided placeholder text.

    Add your speaker notes, including details not on your slide to explain your slide, like what you would say during an oral presentation or video.

    Delete this slide before submitting your presentation.

    © 2025 University of Phoenix

    Instructions: Read the reminders on this slide before completing this presentation template. Delete this slide before submitting your presentation.

    1

    Presentation Title

    MGT/526: Managing in a Changing Environment

    Wk 6 Summative Assessment: Organizational Structure Presentation

    © 2025 University of Phoenix

    Student name:

    Faculty member name:

    Date submitted:

    Instructions: Customize the following placeholder fields on this slide: student name, faculty member name, and date. When finished, delete these instructions in the speaker notes.

    2

    Introduction

    © 2025 University of Phoenix

    Instructions: Introduce the organization and industry. Define the organization’s strategic goals.

    Add additional slides as needed. Change the layout of this slide, if desired. Replace this text with your speaker notes.

    3

    Current Organizational Structure

    © 2025 University of Phoenix

    Instructions:

    Describe the organization’s current structure (e.g., hierarchical, flat, matrix) and its alignment with strategic goals.

    Identify one or more inefficiencies or misalignments that you think may be in the current organizational structure.

    Add additional slides as needed. Change the layout of this slide, if desired. Replace this text with your speaker notes.

    4

    Demographic Trends

    © 2025 University of Phoenix

    Instructions:

    Analyze the organization’s evolving demographic trends. Discuss how these trends create opportunities and challenges for workforce planning and customer engagement.

    Explain how AI-driven demographic analysis can be used to identify opportunities for improving workforce planning and customer engagement.

    Identify 2 potential risks with AI-driven demographic analysis (e.g., bias in AI algorithms) and address how these risks could impact compliance or relationships with government contracts and other businesses.

    Propose  strategies to mitigate these risks while leveraging AI effectively.

    Add additional slides as needed. Change the layout of this slide, if desired. Replace this text with your speaker notes.

    5

    Technological Trends

    © 2025 University of Phoenix

    Instructions: Explain how emerging technologies, including AI, are transforming the organization’s operations, customer interactions, and competitive landscape. Address the rapid pace of technological development and its implications for organizational agility and innovation.

    Add additional slides as needed. Change the layout of this slide, if desired. Replace this text with your speaker notes.

    6

    Recommendations for Organizational Structure Design

    © 2025 University of Phoenix

    Instructions:

    Recommend 1 change to the organization’s structure to better align with its strategic goals.

    Explain how this changes may improve responsiveness to demographic and technological trends.

    Describe how the recommended change reflects ethical professional practices by promoting accountability, transparency, and fairness in organizational decision-making.

    Add additional slides as needed. Change the layout of this slide, if desired. Replace this text with your speaker notes.

    7

    Conclusion

    © 2025 University of Phoenix

    Instructions: Summarize your findings and present your final thoughts.

    Add additional slides as needed. Change the layout of this slide, if desired. Replace this text with your speaker notes.

    8

    References

    © 2025 University of Phoenix

    Add the references cited in your presentation formatted according to APA guidelines. List your resources in alphabetical order.

    Refer to the
    [Reference and Citation Generator](https://multimedia.phoenix.edu/cms/citation) for more guidance.

    Example of reference cited in APA format:

    American Psychological Association. (2020). Publication manual of the American Psychological Association (7th ed.).
    [https://doi.org/10.1037](https://doi.org/10.1037)

    Instructions: This slide does not count in the total slide count. Add all references used in your presentation formatted according to APA guidelines.

    Add additional slides as needed. When finished, delete these instructions in the speaker notes.

    9

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    **## Wk6_526.docx**

    Wk 6 Assignment

    Due: 7/6/2026 at 8:00PM CST

    In today’s global business environment, organizations face constant transformation driven by evolving demographics and rapid technological advances. Senior leadership teams must regularly evaluate whether the current organizational structure supports strategic goals while remaining responsive to these changes.

    The focus of this assessment is on identifying practical methods to optimize organizational design and workflows so the organization can effectively respond to shifting workforce demographics and the rapid pace of emerging technologies.

    **Assessment Preparation**

    Read the following scenario: Imagine it is now time for your team to present your findings and recommendations to senior leadership at the organization you have been working with throughout this course. Organization:
    **Amazon.com, Inc.**

    **NOTE: PLEASE USE APA FORMAT REVISION 7. REVISION 7 IS PARAMOUNT.**

    **Assessment Deliverable**

    Use the
    [Organizational Structure Presentation Template](https://multimedia.phoenix.edu/cms/202556797) to create an
    **8- to 10-slide presentation with detailed speaker notes** for the senior leadership team of the organization with global operations. Include the following sections and information in your presentation:

    · Introduction (1 slide)

    · Introduce the organization and industry.

    · Define the organization’s strategic goals.

    · Current Organizational Structure (2 slides)

    · Describe the organization’s current structure (e.g., hierarchical, flat, matrix) and its alignment with strategic goals.

    · Identify one or more inefficiencies or misalignments that you think may be in the current organizational structure.

    · Demographic Trends (2–3 slides)

    · Analyze the organization’s evolving demographic trends. Discuss how these trends create opportunities and challenges for workforce planning and customer engagement.

    · Explain how AI-driven demographic analysis can be used to identify opportunities for improving workforce planning and customer engagement.

    · Identify 2 potential risks with AI-driven demographic analysis (e.g., bias in AI algorithms) and address how these risks could impact compliance or relationships with government contracts and other businesses.

    · Propose strategies to mitigate these risks while leveraging AI effectively.

    · Technological Trends (1–2 slides)

    · Explain how emerging technologies, including AI, are transforming the organization’s operations, customer interactions, and competitive landscape. Address the rapid pace of technological development and its implications for organizational agility and innovation.

    · Recommendation for Organizational Structure (1 slide)

    · Recommend 1 change to the organization’s structure to better align with its strategic goals.

    · Explain how this change may improve responsiveness to demographic and technological trends.

    · Describe how the recommended change reflects ethical professional practices by promoting accountability, transparency, and fairness in organizational decision-making.

    · Conclusion (1 slide)

    · Summarize your findings and present your final thoughts.

    Cite any sources used and include a References slide. Format your citations and references according to APA guidelines.

    _Note:_ Use the organization’s website and other reputable outside sources to build knowledge of the organization’s goals and structure. This information may not be stated specifically in available documents. You will have to use what you learn to infer what the goals and structure are likely to be.

    **## OrganizationalStructPresentationTemplate.pptx**

    How to Use This Presentation Template

    Use this template to organize your assessment.

    Refer to the assessment instructions and include all required components. Slides and headings in this template are a guide only.

    Edit and add slides and headings, as needed.

    Replace prompts and instructions on slides in this template with your own content.

    Change a slide’s layout, as needed.

    There are brief instructions included in the speaker notes field of each slide.

    Select the Notes icon at the bottom of the display view the speaker notes.

    Delete provided placeholder text.

    Add your speaker notes, including details not on your slide to explain your slide, like what you would say during an oral presentation or video.

    Delete this slide before submitting your presentation.

    © 2025 University of Phoenix

    Instructions: Read the reminders on this slide before completing this presentation template. Delete this slide before submitting your presentation.

    1

    Presentation Title

    MGT/526: Managing in a Changing Environment

    Wk 6 Summative Assessment: Organizational Structure Presentation

    © 2025 University of Phoenix

    Student name:

    Faculty member name:

    Date submitted:

    Instructions: Customize the following placeholder fields on this slide: student name, faculty member name, and date. When finished, delete these instructions in the speaker notes.

    2

    Introduction

    © 2025 University of Phoenix

    Instructions: Introduce the organization and industry. Define the organization’s strategic goals.

    Add additional slides as needed. Change the layout of this slide, if desired. Replace this text with your speaker notes.

    3

    Current Organizational Structure

    © 2025 University of Phoenix

    Instructions:

    Describe the organization’s current structure (e.g., hierarchical, flat, matrix) and its alignment with strategic goals.

    Identify one or more inefficiencies or misalignments that you think may be in the current organizational structure.

    Add additional slides as needed. Change the layout of this slide, if desired. Replace this text with your speaker notes.

    4

    Demographic Trends

    © 2025 University of Phoenix

    Instructions:

    Analyze the organization’s evolving demographic trends. Discuss how these trends create opportunities and challenges for workforce planning and customer engagement.

    Explain how AI-driven demographic analysis can be used to identify opportunities for improving workforce planning and customer engagement.

    Identify 2 potential risks with AI-driven demographic analysis (e.g., bias in AI algorithms) and address how these risks could impact compliance or relationships with government contracts and other businesses.

    Propose  strategies to mitigate these risks while leveraging AI effectively.

    Add additional slides as needed. Change the layout of this slide, if desired. Replace this text with your speaker notes.

    5

    Technological Trends

    © 2025 University of Phoenix

    Instructions: Explain how emerging technologies, including AI, are transforming the organization’s operations, customer interactions, and competitive landscape. Address the rapid pace of technological development and its implications for organizational agility and innovation.

    Add additional slides as needed. Change the layout of this slide, if desired. Replace this text with your speaker notes.

    6

    Recommendations for Organizational Structure Design

    © 2025 University of Phoenix

    Instructions:

    Recommend 1 change to the organization’s structure to better align with its strategic goals.

    Explain how this changes may improve responsiveness to demographic and technological trends.

    Describe how the recommended change reflects ethical professional practices by promoting accountability, transparency, and fairness in organizational decision-making.

    Add additional slides as needed. Change the layout of this slide, if desired. Replace this text with your speaker notes.

    7

    Conclusion

    © 2025 University of Phoenix

    Instructions: Summarize your findings and present your final thoughts.

    Add additional slides as needed. Change the layout of this slide, if desired. Replace this text with your speaker notes.

    8

    References

    © 2025 University of Phoenix

    Add the references cited in your presentation formatted according to APA guidelines. List your resources in alphabetical order.

    Refer to the
    [Reference and Citation Generator](https://multimedia.phoenix.edu/cms/citation) for more guidance.

    Example of reference cited in APA format:

    American Psychological Association. (2020). Publication manual of the American Psychological Association (7th ed.).
    [https://doi.org/10.1037](https://doi.org/10.1037)

    Instructions: This slide does not count in the total slide count. Add all references used in your presentation formatted according to APA guidelines.

    Add additional slides as needed. When finished, delete these instructions in the speaker notes.

    9

    ## image28.jpeg

    ## image33.png

    ## image34.png

    ## image35.png

    ## image2.jpeg

    ## image4.jpeg

    ## image1.jpeg

    ## image10.jpeg

    ## image19.jpeg

    **## Wk6_526.docx**

    Wk 6 Assignment

    Due: 7/6/2026 at 8:00PM CST

    In today’s global business environment, organizations face constant transformation driven by evolving demographics and rapid technological advances. Senior leadership teams must regularly evaluate whether the current organizational structure supports strategic goals while remaining responsive to these changes.

    The focus of this assessment is on identifying practical methods to optimize organizational design and workflows so the organization can effectively respond to shifting workforce demographics and the rapid pace of emerging technologies.

    **Assessment Preparation**

    Read the following scenario: Imagine it is now time for your team to present your findings and recommendations to senior leadership at the organization you have been working with throughout this course. Organization:
    **Amazon.com, Inc.**

    **NOTE: PLEASE USE APA FORMAT REVISION 7. REVISION 7 IS PARAMOUNT.**

    **Assessment Deliverable**

    Use the
    [Organizational Structure Presentation Template](https://multimedia.phoenix.edu/cms/202556797) to create an
    **8- to 10-slide presentation with detailed speaker notes** for the senior leadership team of the organization with global operations. Include the following sections and information in your presentation:

    · Introduction (1 slide)

    · Introduce the organization and industry.

    · Define the organization’s strategic goals.

    · Current Organizational Structure (2 slides)

    · Describe the organization’s current structure (e.g., hierarchical, flat, matrix) and its alignment with strategic goals.

    · Identify one or more inefficiencies or misalignments that you think may be in the current organizational structure.

    · Demographic Trends (2–3 slides)

    · Analyze the organization’s evolving demographic trends. Discuss how these trends create opportunities and challenges for workforce planning and customer engagement.

    · Explain how AI-driven demographic analysis can be used to identify opportunities for improving workforce planning and customer engagement.

    · Identify 2 potential risks with AI-driven demographic analysis (e.g., bias in AI algorithms) and address how these risks could impact compliance or relationships with government contracts and other businesses.

    · Propose strategies to mitigate these risks while leveraging AI effectively.

    · Technological Trends (1–2 slides)

    · Explain how emerging technologies, including AI, are transforming the organization’s operations, customer interactions, and competitive landscape. Address the rapid pace of technological development and its implications for organizational agility and innovation.

    · Recommendation for Organizational Structure (1 slide)

    · Recommend 1 change to the organization’s structure to better align with its strategic goals.

    · Explain how this change may improve responsiveness to demographic and technological trends.

    · Describe how the recommended change reflects ethical professional practices by promoting accountability, transparency, and fairness in organizational decision-making.

    · Conclusion (1 slide)

    · Summarize your findings and present your final thoughts.

    Cite any sources used and include a References slide. Format your citations and references according to APA guidelines.

    _Note:_ Use the organization’s website and other reputable outside sources to build knowledge of the organization’s goals and structure. This information may not be stated specifically in available documents. You will have to use what you learn to infer what the goals and structure are likely to be.

    **## OrganizationalStructPresentationTemplate.pptx**

    How to Use This Presentation Template

    Use this template to organize your assessment.

    Refer to the assessment instructions and include all required components. Slides and headings in this template are a guide only.

    Edit and add slides and headings, as needed.

    Replace prompts and instructions on slides in this template with your own content.

    Change a slide’s layout, as needed.

    There are brief instructions included in the speaker notes field of each slide.

    Select the Notes icon at the bottom of the display view the speaker notes.

    Delete provided placeholder text.

    Add your speaker notes, including details not on your slide to explain your slide, like what you would say during an oral presentation or video.

    Delete this slide before submitting your presentation.

    © 2025 University of Phoenix

    Instructions: Read the reminders on this slide before completing this presentation template. Delete this slide before submitting your presentation.

    1

    Presentation Title

    MGT/526: Managing in a Changing Environment

    Wk 6 Summative Assessment: Organizational Structure Presentation

    © 2025 University of Phoenix

    Student name:

    Faculty member name:

    Date submitted:

    Instructions: Customize the following placeholder fields on this slide: student name, faculty member name, and date. When finished, delete these instructions in the speaker notes.

    2

    Introduction

    © 2025 University of Phoenix

    Instructions: Introduce the organization and industry. Define the organization’s strategic goals.

    Add additional slides as needed. Change the layout of this slide, if desired. Replace this text with your speaker notes.

    3

    Current Organizational Structure

    © 2025 University of Phoenix

    Instructions:

    Describe the organization’s current structure (e.g., hierarchical, flat, matrix) and its alignment with strategic goals.

    Identify one or more inefficiencies or misalignments that you think may be in the current organizational structure.

    Add additional slides as needed. Change the layout of this slide, if desired. Replace this text with your speaker notes.

    4

    Demographic Trends

    © 2025 University of Phoenix

    Instructions:

    Analyze the organization’s evolving demographic trends. Discuss how these trends create opportunities and challenges for workforce planning and customer engagement.

    Explain how AI-driven demographic analysis can be used to identify opportunities for improving workforce planning and customer engagement.

    Identify 2 potential risks with AI-driven demographic analysis (e.g., bias in AI algorithms) and address how these risks could impact compliance or relationships with government contracts and other businesses.

    Propose  strategies to mitigate these risks while leveraging AI effectively.

    Add additional slides as needed. Change the layout of this slide, if desired. Replace this text with your speaker notes.

    5

    Technological Trends

    © 2025 University of Phoenix

    Instructions: Explain how emerging technologies, including AI, are transforming the organization’s operations, customer interactions, and competitive landscape. Address the rapid pace of technological development and its implications for organizational agility and innovation.

    Add additional slides as needed. Change the layout of this slide, if desired. Replace this text with your speaker notes.

    6

    Recommendations for Organizational Structure Design

    © 2025 University of Phoenix

    Instructions:

    Recommend 1 change to the organization’s structure to better align with its strategic goals.

    Explain how this changes may improve responsiveness to demographic and technological trends.

    Describe how the recommended change reflects ethical professional practices by promoting accountability, transparency, and fairness in organizational decision-making.

    Add additional slides as needed. Change the layout of this slide, if desired. Replace this text with your speaker notes.

    7

    Conclusion

    © 2025 University of Phoenix

    Instructions: Summarize your findings and present your final thoughts.

    Add additional slides as needed. Change the layout of this slide, if desired. Replace this text with your speaker notes.

    8

    References

    © 2025 University of Phoenix

    Add the references cited in your presentation formatted according to APA guidelines. List your resources in alphabetical order.

    Refer to the
    [Reference and Citation Generator](https://multimedia.phoenix.edu/cms/citation) for more guidance.

    Example of reference cited in APA format:

    American Psychological Association. (2020). Publication manual of the American Psychological Association (7th ed.).
    [https://doi.org/10.1037](https://doi.org/10.1037)

    Instructions: This slide does not count in the total slide count. Add all references used in your presentation formatted according to APA guidelines.

    Add additional slides as needed. When finished, delete these instructions in the speaker notes.

    9

    ## image28.jpeg

    ## image33.png

    ## image34.png

    ## image35.png

    ## image2.jpeg

    ## image4.jpeg

    ## image1.jpeg

    ## image10.jpeg

    ## image19.jpeg