...Nintendo Game Genie Game Codes Page i # 1942 1943 3D Worldrunner 720 Degrees 8 Eyes …………………………………. …………………………………. …………………………………. …………………………………. …………………………………. 1 2 3 4 5 A Addams Family Adventures in the Magic Kingdom Adventures of Dino-Riki Adventures of Lolo Adventures of Lolo 2 Adventures of Lolo 3 Adventures of Tom Sawyer Adventure Island 2 Adventure Island 3 Adventures of Bayou Billy Adventures of Rocky & Bullwinkle Airwolf Air Fortress Alfred Chicken Alien Syndrome Alpha Mission Amagon American Gladiators Anticipation Archon Arch Rivals Arkanoid Arkista's Ring Astyanax Athena …………………………………. …………………………………. …………………………………. …………………………………. …………………………………. …………………………………. …………………………………. …………………………………. …………………………………. …………………………………. …………………………………. …………………………………. …………………………………. …………………………………. …………………………………. …………………………………. …………………………………. …………………………………. …………………………………. …………………………………. …………………………………. …………………………………. …………………………………. …………………………………. …………………………………. 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 26 27 28 29 30 Nintendo Game Genie Game Codes Page ii B Back to the Future Back to the Future 2 Back to the Future 3 Bad Dudes Bad Street Brawler Balloon Fight Barbie Baseball Simulator 1000 Baseball Stars 2 Bases Loaded 2 Bases Loaded 3 Bases Loaded 4 Batman Batman: Return of the Joker Batman Returns Battleship Battletank Battletoads Battletoads and Double Dragon Battle of Olympus Beetlejuice Bee 52 Best of the Best Championship Karate Bigfoot...
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...LGT 5116 2015-16 Operations Management Toys City, Inc.* Toys City Inc. Goodman & Goodman, a CPA firm, has audited Toys City, Inc., for the last three years. Toys City, Inc., is a local retailer of children's toys and games. Each of the three previous audits resulted in unqualified opinions. Toys City's year end is 31 December, and Goodman & Goodman has agreed to provide the audit report on 1 March, 2010, ten days before the annual board of directors meeting. Mr. Lam, the manager from Goodman & Goodman in charge of the Toys City engagement, recalls that last year there was a 25 percent budget overrun. He attributes one-third of the overrun to unforeseen circumstances and the remaining two-thirds to poor planning. He estimates that poor planning resulted in approximately 130 hours and $3,400 in audit fees that were not billed to Toys City. In an effort to avoid another costly overrun, Mr. Lam wisely decided to devote more time to audit planning. By talking to various people, Mr. Lam learns that a project management technique known as Critical Path Method (CPM) could assist an auditor in sequencing all audit detail work (including work requested from client personnel), efficiently allocating personnel resources, highlighting potential audit bottlenecks, estimating completion time, and providing a framework for relevant feedback and control as the audit progresses. Thus, he decides to spend an additional 17 hours planning this year's audit, including computer setup...
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...Operations Management Department Toys City, Inc.* (Abridged) Goodman & Goodman, a CPA firm, has audited Toys City, Inc., for the last three years. Toys City, Inc., is a regional retailer of children's toys and games. Each of the three previous audits resulted in unqualified opinions. Toys City's year end is December 31, and Goodman & Goodman has agreed to provide the audit report on March 1, 1998, ten days before the annual board of directors meeting. Bert, the manager from Goodman & Goodman in charge of the Toys City engagement, recalls that last year there was a 25 percent budget overrun. He attributes one-third of the overrun to unforeseen circumstances and the remaining two-thirds to poor planning. He estimates that poor planning resulted in approximately 130 hours and $3,400 in audit fees that were not billed to Toys City. In an effort to avoid another costly overrun, Bert wisely decided to devote more time to audit planning. By talking to various people, Bert learns that a project management technique known as Critical Path Method (CPM) could assist an auditor in sequencing all audit detail work (including work requested from client personnel), efficiently allocating personnel resources, highlighting potential audit bottlenecks, estimating completion time, determining the probability of meeting a completion deadline, and providing a framework for relevant feedback and control as the audit progresses. Thus, he decides to spend an additional 17 hours planning...
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...Introduction At Toy World Inc., President Jack McClintock is considering the adoption of a level monthly production plan for the coming year. The manufacturer of children’s plastic toys currently employs a production plan that follows the seasonality of sales. In considering whether to implement a level monthly production schedule, we compared the benefits and costs of both methods in relation to the financial and operational needs of the business. This allowed for an in-depth analysis of the savings allowed by a level monthly production schedule, and the impact of such a system on timing, cash flow and risk. As a toy manufacturer, Mr. McClintock’s company would face unique risks under the proposed system of production. These risks were compared to those accepted under a seasonal production schedule. By completing this analysis, we determined that Toy World Inc. would benefit the most from maintaining a seasonal production system. However, since a level monthly production plan would result in cost savings for the company, we have presented options through which Mr. McClintock can manage the financial implications of this schedule. Benefits of Level Monthly Production Mr. McClintock can expect to see savings of $490,000 in labour costs under this production system. These savings would be reflected in a lower cost of goods sold (70% of sales to 65.1%). A level monthly production plan allows the removal of overtime wage premiums in peak seasons, resulting in savings of $225...
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...other corporate leaders. They are often able to expand their services internationally to gain more profits and extend their brand. Corporations, such as Toys“R”Us, Inc. have been able to benefit from acquisitions in ways that corporations, such as smaller businesses have not. Through the evaluation of the strategies that were utilized by Toys“R”Us, Inc. and its international business-level and corporate-level strategies, one can better understand strategies that smaller businesses like Bunnies by the Bay for example could develop to increase their profits through acquisitions and mergers, as well as business-level and corporate-level strategies they can develop to expand their services internationally. Toys“R”Us, Inc. Toys“R”Us, Inc. has enjoyed great success as one of the largest toy retailing chains in the world. Toys“R”Us, Inc. is the world’s leading dedicated toy and baby products retailer, offering a differentiated shopping experience through its family of brands. Merchandise is sold in 867 Toys“R”Us and Babies“R”Us stores in the United States and Puerto Rico, and in more than 725 international stores and over 240 licensed stores in 37 countries and jurisdictions. In addition, it exclusively operates the legendary FAO Schwarz® brand and sells extraordinary toys in the brand’s flagship store on Fifth Avenue in New York City. With its strong portfolio of e-commerce sites including Toysrus.com, Babiesrus.com,...
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... 1. New Jersey judge ruled that Amazon.com Inc. violated its agreement to give toy retailer Toys"R" Us Inc. the exclusive right to sell toys and baby products on Amazon's Web site. In the ruling,New Jersey Superior Court Judge Margaret Mary McVeigh said Toys "R" Us can sever theagreement it signed with Amazon in August 2000, in which it agreed to sell toys on Amazon.com'sWeb site, effectively putting Amazon in control of the Web address www.toysrus.com. The rulingpaves the way for Toys "R" Us to operate the Web site independently. Judge McVeigh deniedmonetary damages to both parties.Toys "R" Us filed suit in the New Jersey state court in May 2004 alleging Amazon breached thecontract. Amazon countersued in June 2004, alleging the toy retailer failed to keep items in stockand otherwise adhere to their agreement.The Amazon was disappointed to the judge findings they said that they strongly disagree with the judge's ruling, and they are in the process of reviewing a number of different options Regardless of the outcome and they remain committed to ensuring a great selection of toys for our customers atgreat prices. For its part the Toy R Us said that the company are preparing for the decision and iscommitted to providing customers online access to its web store. The Amazon spokesman said that the company disagrees with the suggestion that other retailers will be wary of working withit. They said that this ruling is specific to Toys "R" Us and it really doesn't have any impact on...
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...Toy World, Inc. is a company that manufactures plastic toys for children. It creates toys of many different areas including toy cars, trucks, construction equipment, rockets, spaceships, animals, rockets, etc. The company as a whole has been doing quite well since it opened in 1990 and has experience profitability since early 1993. Although they have been doing satisfactory, there is always room for improvement. They are currently pondering the idea of switching their scheduling production from seasonal to a more level production. It is believed that by switching it will save the company substantial amount of funds and help reserve its factory equipment. Also, they are and need to find a solution to the current loan agreement they have with their bank to coincide with this new plan. Adopting a policy of level monthly production was the idea of Toy World Inc.’s Production manager, Mr. Hoffman. He has stated multiple issues with the current production schedule and exclaimed projected ideas & results with the new level policy. Current problems arising from the seasonal production schedule include overtime premiums reducing profits, seasonal expansion and contraction of the work force resulted in recruiting difficulties and high training/quality costs, machinery was idle for months at a time and subjected to heavy use, frequent set up changes in the machinery, confusion in scheduling runs, and frequent setup changes that resulted in inefficiencies in assembly and packaging...
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...Toys "R" Us, Inc. ___________________________________________________________________________________________ Toys "R" Us, Inc. Recent Developments Jan 31, 2011 : Toys "R" Us offers to pay staffers $1m in back pay Fast Facts Headquarters Address One Geoffrey Way, Wayne, 07470, United States of America Telephone + 1 973 6173500 Fax + 1 973 6174006 Website www.toysrus.com Ticker Symbol, Stock Exchange N/A Number of Employees 70,000 Fiscal Year End February Revenue (in US$ million) 13,543.00 SWOT Analysis Strengths Weaknesses Efficient distribution capabilities Dependence on selected vendors Industry recognition Seasonal nature of the business Multiple channel selling strategy Wide geographic presence Opportunities Threats Growth of web-based store concept Increase in counterfeit products Increase in consumer spending in the US Increase in organized retail crime Strategic collaborations Jan 31, 2011 : Toys "R" Us offers to pay staffers $1m in back pay Jan 31, 2011 : Toys "R" Us offers to pay staffers $1m in back pay Toys "R" Us, Inc. - Company Overview Toys "R" Us, Inc. (Toys"R"Us) is a specialty retailer of toy and baby products. The company’s product portfolio includes children’s apparel, juvenile, learning, entertainment, core toy, parenting and seasonal products. These products are sold under various private labels such as Fast Lane, Imaginarium, Dream Dazzlers...
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...director DATE: 10/4/13 SUBJECT: Constructive discharge complaint A. Constructive Discharge The Zippeedoo Toy Company has been experiencing huge growth over the past year, leading to a change in scheduling for production personnel. Where all personnel once worked eight (8) hours per day, five (5) days per week, it became necessary to shift production personnel to a rotating schedule of twelve (12) hours per day, four (4) days on, 4 days off throughout the month. This led to personnel being scheduled over the weekend, as well as during the week. Employees were required to work from one to three Sundays per month, depending on rotation. When the new schedule was announced, Mr. Tibbet resigned his position in the production group. He has filed a claim of constructive discharge with the Equal Employment Opportunity Commission (EEOC) which alleges that Zippeedoo Toy Company required practices which conflicted with his religious beliefs, forcing him to leave the company. Constructive discharge is an illegal and discriminatory practice that forces an employee to resign employment due to intolerable working conditions. In order to meet the criteria of a constructive discharge, Mr. Tibbet must prove that his resignation occurred a) due to conditions that any reasonable person would have found unbearable, and b) that the Zippeedoo Toy Company was aware that the schedule change would have a serious impact on Mr. Tibbet, but did nothing to remedy the situation...
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...Case study Toys “R” Us JAPAN Case study Toys “R” Us JAPAN TABLE OF CONTENTS Introduction 3. Japan Background and facts: 4. Background: 4 Facts: 5 Toys “R” Us Background 7. The Beginning: 7 Market Expansion 8 More ways to shop Toys “R” Us 8 Evolving business 9 Toys “R” Us in Japan 9 Case analysis: 10 Attractive factors of Japan toy market: 10 Barriers to Entry: 10 Success Factors for Toy's "R" Us-Japan 11 TRU Strategy 13 Our opinion: 14 Recommendations: 15 Conclusion: 16 References:: 16 Introduction: Toys R Us is the large distributor in the US and it is one of the more successful foreign retailers in Japan after overcome hard barriers. This successful is a result of right decision-making and strategy in overseas expansion by global retailer’s and gradual changes after entry into foreign markets. Also the strategy in respect of standardization adaption before and after entry has great effect in this successful. Coming lines, shows some factors that attract TRU to join venture in Japan. Then, we will discuss group of barriers that TRU had overcome, and how it’s overcome these barriers. In the end, we will evaluate Toys “R” Us in Japan market. Japan Background and facts: Background: Government: Parliamentary with constitutional monarchy Prime Minister: Shinzō Abe (elected Dec 2012) Capital: Tokyo Population: 127,368,088 Population Growth Rate: -0.077% (2012 est.), World Rank: 198th Birth Rate: 8.39 births/1,000 population...
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...toy company interoffice memorandum to: | Ceo of toy company | from: | elementary division manager | subject: | review of constructive discharge allegations | date: | May 1, 2014 | cc: | toy company attorney | | | A. Constructive Discharge as a Legal Concept Title VII of the Civil Rights Act of 1964 protects employees from workplace discrimination on the basis of race, color, religion, sex and national origin. When an employer engages in practices that create a hostile work environment for any of these protected groups, making conditions so intolerable that an employee feels compelled to resign, it is known as constructive discharge Former employee Andy Anderson now alleges that our company engaged in religious discrimination when our production schedule changes went into effect at the first of the year. The changes required all production employees to occasionally work on a religious holy day, and Mr. Anderson has submitted a constructive discharge claim with the U.S. Equal Employment Opportunity Commission (EEOC). According to an article in the University of Chicago Law Review, courts generally apply two tests when deciding if constructive discharge has occurred. The first is the reasonable person test, meaning that the working conditions are so intolerable that a reasonable person would conclude that resigning is the only recourse. The second is the specific intent test. The plaintiff must show that the employer “created those conditions with the specific...
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...1996 Toy World, Inc. Early in January 1994, Jack McClintock, president and part owner of Toy World, Inc., was considering a proposal to adopt level monthly production for the coming year. In the past, the company’s production schedules had always been highly seasonal, reflecting the seasonality of sales. Mr. McClintock was aware that a marked improvement in production efficiency could result from level production, but he was uncertain what the impact on other phases of the business might be. Toy World, Inc. was a manufacturer of plastic toys for children. Its product groups included toy cars, trucks, construction equipment, rockets, spaceships and satellites, musical instruments, animals, robots, and action figures. In most of these product categories the company produced a wide range of designs, colors, and sizes. Dollar sales of a particular product had sometimes varied by 30%-35% from one year to the next. The manufacture of plastic toys was a highly competitive business. The industry was populated by a large number of companies, many of which were short on capital and management talent. Since capital requirements were not large and the technology was relatively simple, it was easy for new competitors to enter the industry. On the other hand, design and price competition was fierce, resulting in short product lives and a relatively high rate of company failures. A company was sometimes able to steal a march on the competition by designing a popular new toy, often...
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...1996 Toy World, Inc. Early in January 1994, Jack McClintock, president and part owner of Toy World, Inc., was considering a proposal to adopt level monthly production for the coming year. In the past, the company’s production schedules had always been highly seasonal, reflecting the seasonality of sales. Mr. McClintock was aware that a marked improvement in production efficiency could result from level production, but he was uncertain what the impact on other phases of the business might be. Toy World, Inc. was a manufacturer of plastic toys for children. Its product groups included toy cars, trucks, construction equipment, rockets, spaceships and satellites, musical instruments, animals, robots, and action figures. In most of these product categories the company produced a wide range of designs, colors, and sizes. Dollar sales of a particular product had sometimes varied by 30%-35% from one year to the next. The manufacture of plastic toys was a highly competitive business. The industry was populated by a large number of companies, many of which were short on capital and management talent. Since capital requirements were not large and the technology was relatively simple, it was easy for new competitors to enter the industry. On the other hand, design and price competition was fierce, resulting in short product lives and a relatively high rate of company failures. A company was sometimes able to steal a march on the competition by designing a popular new toy, often...
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...3. OPERATING STRATEGIES AND IMPLEMENTATION A. STORE 1. Location - SM Megamall, Basement, Ortigas, Pasig City 2. Size - 20 sqm 3. Rent - P40,000.00 Our children’s bookstore, Fun Page Bookshop will be located at basement of SM Megamall which is the 3rd largest mall in the Philippines and soon to be the biggest mall in the Philippines after its renovation by the end of 2013. Megamall attracts daily foot traffic of 800,000 people. With this numbers, our shop will be visible to people from different walks of life, class A to B and hoping that at least 10% of these people may notice us, spread the news and patronize us. B. CLIENTS Our clients will be children ages 3-12 years old. Through our interactive bookshop, children will develop their self-esteem by interacting with other children. They will be comfortable in social settings and enjoys group activities as well as develop independency. Parents/guardians who are in the mall with their children may visit the area to allow their children to play and learn at the same time. C. MARKETING Since we are just new in the business of children’s bookstore, the Managing Partners, its partners, family and friends will work hand in hand in promoting the bookstore. We will be doing awareness campaign through social network advertising, online promotions, distribution of flyers and TV guestings. On the grand opening, we are working to have a celebrity mother to do the first story telling. We are working...
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...of new entry Internal environment analysis………………………………..viii Key success factors…………………………………………..ix Analysis of recommendations and conclusion………………x • Ansoff matrix • References…………………………………………………….xi Introduction Many global events like the Rugby world cup, an international trade fair etc are conducted in areas near us but few of us usually take into consideration the strategic approaches behind the success or the failure of these events. The purpose of this assessment is to examine strategic approaches in respect to a global event like the Nuremberg Toy fair in Germany. The report analyses the city of Nuremberg in Germany both internally and externally using such models like the PESTLE and SWOT analysis. The report looks at the internal and external environment surrounding the city of Nuremberg. The report also examines the key success factors (KSF) of holding the event at Nuremberg and future recommendations. Background information The...
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