...public in 1984 and earns $500 million in revenues annually. The distribution agreement with Shang-wa Electronics has thus far been accommodating and successful for both parties. This agreement gives LEI the exclusive right to sell Shang-wa capacitors in the United States for 65 years as long as LEI maintains a minimum annual purchase of $1 million. Shang-wa cannot knowingly sell to any individual or company that will distribute the products within the United States. The Board of Directors has recently approved to move forward with a partnership and enter into a Lester & Shang-wa merger. This paper will further explore this merger while researching other companies who have faced issues comparable to LEI to ameliorate various possible alternative financing options. Juniper Networks, Inc. Juniper Networks is a publicly traded company that delivers products for building networks that are tailored to meet the specific needs of their users which enable communications over a single IP network. Juniper’s clients consist of enterprises, service providers, governments, and...
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...Case 2 - Financing Alternatives - Rationale 1) Boudior's Inc - Leasing Arrangement - they cannot use their real estate to acquire loan since it is already under mortage - same with inventory which is already under chattel mortgage - they can negotiate for a lease-to-own arrangement "wikipedia" These contracts are commonly used where a buyer wants to purchase a home, or building but due to credit issues would not qualify for a conventional mortgage and does not wish to, or would not qualify, for other financing. A lease-to-own purchase (also "rent-to-own purchase" or "lease purchase") is a lease combined with an option to purchase the property within a specified period, usually 3 years or less, at an agreed-upon price. The borrower pays an option fee, 1% to 5% of the price, which is credited to the purchase price. The borrower pays rent, and an additional rent premium that is also credited to the purchase price. If the purchase option is not exercised, the buyer loses both the option fee and the rent premium. 2) Timberland Power & Light - Long Term Bonds $900 m long term debt = 60% $75 m preferred stock = 5% $ 525 m common equity = 35% ttl current asset = $ 1.5b...
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...Meeting the Challenges of Stakeholder Engagement and Communication: Lessons From Teacher Incentive Fund Grantees The Harvesting Project Julia E. Koppich J. Koppich & Associates Meeting the Challenges of Stakeholder Engagement and Communication: Lessons From Teacher Incentive Fund Grantees As of August 2010, a total of 33 states, school districts, charter school coalitions, and other education organizations¹ had received Teacher Incentive Funds (TIF) to redesign compensation programs for teachers and principals. The U.S. Department of Education named a new cohort of TIF grantees on September 23, 2010. TIF grantees have faced a number of challenges as they have worked to design and implement new educator pay programs. Among the most demanding challenges has been developing a targeted set of metrics around available and manageable data. Grantees use these metrics to measure teacher or principal effectiveness and assign pay. Recently, grantees have made it a priority to sustain operation programs once their federal funding expires. TIF grantees have also found, often belatedly and unexpectedly, that effective stakeholder engagement and communication are challenging and essential to the success of their pay programs. Stakeholder engagement helps to create buy-in and initial acceptance of the TIF plan. It allows different voices and perspectives to be heard and recognized as new approaches to compensation develop. Communication provides the synergy to broaden buy-in and...
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...Engineering Economy Sullivan Wicks Koelling 15th Edition Solutions Manual Click here to download immediately!!! http://solutionsmanualtestbankspdfs.blogspot.com/2011/10/engineering-economy-sullivanwicks_10.html Name: Engineering Economy Author: Sullivan Wicks Koelling Edition: 15th ISBN-10: 0132554909 Type: Solutions Manual - The file contains solutions and questions to all chapters and all questions. All the files are carefully checked and accuracy is ensured. ENGINEERING ECONOMY FIFTEENTH EDITION This is a sample chapter Solutions Manual WILLIAM G. SULLIVAN Virginia Polytechnic Institute and State University ELIN M. WICKS Wicks and Associates, L.L.P. C. PATRICK KOELLING Virginia Polytechnic Institute and State University Engineering Economy Sullivan Wicks Koelling 15th Edition Solutions Manual Engineering Economy Sullivan Wicks Koelling 15th Edition Solutions Manual Solutions to Chapter 1 Problems A Note To Instructors: Because of volatile energy prices in today's world, the instructor is encouraged to vary energy prices in affected problems (e.g. the price of a gallon of gasoline) plus and minus 50 percent and ask students to determine whether this range of prices changes the recommendation in the problem. This should make for stimulating inclass discussion of the results. 1-1 Because each pound of CO2 has a penalty of $0.20, Savings = (15 gallons $0.10/gallon) (8 lb)($0.20/lb) = $1.34 If Stan can drive his car for less than $1.34/8...
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...rest – refer docs in Moosa’s loki (and also secondary sources if need be) 1. Customer Analysis - Alpa a. What are the major segments? b. What are their motivations and unmet needs? 2. Competitor Analysis - Alpa a. Who are the existing and potential competitors? What strategic groups can be identified? b. What are their sales, share, and profits? What are the growth trends? c. What are their strengths, weaknesses, and strategies? 3. Market/ Submarket Analysis - Ruchira a. How attractive is the market or industry and its submarkets? What are the forces reducing profitability in the market, entry and exit barriers, growth projections, cost structures, and profitability prospects? b. What are the alternative distribution channels and their relative strengths? c. What industry trends and emerging submarkets are Significant to strategy? d. What are the current and future key success factors? 4. Environmental Analysis - Ruchira a. What environmental threats, opportunities, and trends exist? b. What are the major strategic uncertainties and information-need areas? c. What scenarios can be conceived? 5. Internal Analysis - Ravi a. What are our strategy, performance, points of differentiation, strengths, weaknesses, strategy problems, and culture? b. What threats and opportunities exist? 6. Strategy Development – Ravi & Riyas a. What are the target segments? What is the production scope...
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...product, service, or program should resolve a problem that you identify in your workplace and should be directed to your employer (even if you do not actually plan to share it with your employer). Use the basic outline below to draft your paper. Organize your responses to each question under the following section headings: Problem Statement (for Question 1) Overview of Alternatives (for Question 2) Criteria (for Question 3) Methods (for Question 4) Write a two (2) page, single-spaced report in which you: 1. Describe in detail a problem at work, persuading and convincing the reader that it needs fixing. 2. Provide a detailed description of two (2) possible solutions (“alternatives”) that could be implemented to resolve the problem identified in Question 1. 3. Describe five (5) criteria that you will use to measure the worth of each alternative in Criterion 2. Note: The alternative that satisfies the most criteria to the highest degree will be the one you recommend later to your employer. Criteria are standards that the audience values and are therefore used to measure the worth of each alternative (common examples include cost, desirability, durability, efficiency, time it will take to implement, and practicality). 4. Describe in detail how you will conduct the research needed...
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...operations and formulates a discussion as to the surrounding outcomes that the prohibition of CSG operations would have on the Australian industry if this proposition were to be approved. This is mentioned through several key areas, which are: the economic and environmental value of CSG to the Australian economy, the effects of a proposed policy ban on the industry as well as the effects of such a ban on surrounding companies. An alternative policy will be put forth to ensure the government’s main objective of the protection of the natural environment is able to coexist with CSG projects in the future. The report will conclude with recommendations that the government should consider with the alternative policy. Conclusion (100) In conclusion it is evident that the proposed policy by the government “to ban all Coal Seam Gas (CSG) projects to protect farms, nature reserves and ground water” is flawed and would have detrimental effects on the mining industry and companies associated with CSG extraction. To address these negative impacts an alternative policy has been created with the aim of ensuring the coexistence of CSG projects, farms, nature reserves, and ground water. Some recommendations are offered below to aid in minimizing the effects on the industry and relevant companies...
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...For the past couple of months I have been working at Fun House pizza in Lee's Summit, MO as a cook. My goal has been to save up around $4,000 and then sell my 2002 SS Monte Carlo so I can buy a new car. So the time comes to where I have enough money saved to sell the Monte Carlo. I come to the decision that I could get the most money if I post it on craigslist so I did and within an hour I got a cool from someone who wanted to buy the car so I sold the Monte Carlo later on that afternoon, but when I sold it I forgot to take my plates off the car which at that point in my life did not know mattered. Alright now I got all they money I had earned and I was looking for a new vehicle. I looked around a couple of days for a SUV and I found a 2004 sport ford explorer. I wanted to go look at the SUV so I asked a buddy of mine if he would take me out to Compass Motors in Kansas City and he agreed. He comes to pick me up and we head out to Compass Motors we arrived and I got to drive the SUV around and I thought it was good so I bought it. I soon found out that was a mistake when I later on arrived home and showed it to my father, grandfather, and my mother who all told me that I had made the wrong decision and needed to return the SUV and would be lucky to get my money back. That next morning me, my father, and grandfather all went back down to Compass Motor to talk to the man who sold me the car to go get my money back. Me and my father go into the store and talked to the man who sold...
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...towards my decision problem: To pursue the path of the ‘Corporate Ladder’; one of a simplistic, ‘bare bones’, and uncomplicated lifestyle that I have in Columbus, OH (aka “Cowtown”)? I have hit the mid-life checkpoint and desire to have a plan in place so that it does not evolve into the proverbial mid-life ‘crisis’. My decision for this problem is based on objectives that meet my physical, mental, social, emotional, and spiritual wishes and goals. Among the alternatives I considered, I selected “Relocating/Transferring to another state with my current company” . I believe this alternative will provide an ideal mix of consequences and benefits such as flexibility, opportunity, challenge, short-term change and long-term sustainability, ability to modify the decision and its subsequent outcomes; as well as acceptable tradeoffs. The primary factors that led me to this selection are that this alternative lends itself to buying more time and gathering information to determine if this alternative is, in fact, the best alternative for me. This method helps to mitigate risk, but more importantly achieves my fundamental objectives, which were the determining factors for my decision selection. Problem Statement The nature of my decision problem is that of a life choice—the path I desire to construct for myself heading into the future—what my career choice(s) will be, overhauling and simplifying my priorities, getting rid of the dross. At first glance, this may first appear to be too...
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...all of the alternative solutions you list (see below) are things from your role's perspective and things within the power of your character to do. If you don’t have a name, identify a job title. Do not list alternatives that other people have; only list the options facing your chosen role. You are making your character's decisions and no one else's. Identify your character: Owner Step 1 - Identify the Problem/Opportunity. The company needs to improve on marking. Step 2 - Identify the Causes of the Problem/Opportunity. The problem occurred because of earlier decisions to kick the business in a profitable position in 1962. It occurs where ever there is an Enterprise rental established. It doesn’t occur where people doesn’t have knowledge of the company’s motto or existence. The management should be effectively practicing pleasing the customer. The organization has failed in making the customers know how well the staff does please their customers. Step 3 - List Alternative Solutions to the Problem (or ways to take advantage of the opportunity). Proposed alternatives should be consistent with the problem(s)/opportunity(ies) and cause(s) identified. Develop at least three possible alternative solutions. You may list both short-term and long-term solutions. Though you might list information gathering (surveys, marketing research, a consultant, etc.) as an implementation step in Steps 5 and 6, please don't let information gathering be an alternative solution....
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...hiring an employee, consolidating departments, or investing funds. *Structures: Direct or indirect pattern Direct is used for non-sensitive topics and recommendations that would be agreeable to readers : 1. In the introduction identify the problem or need briefly. 2. Announce solution or recommendation with action verbs. 3. Explain more fully the benefits of recommendation or steps to be taken. 4. Discuss pros, cons, and cost. 5. Conclude with summary. Indirect is used when a reader may oppose a recommendation or when suggest caution: 1. General reference to problem 2. Describe the problem or need your recommendation addresses. -Use specific examples. 3. Discuss alternative solutions. 4. Present the most promising alternative (your recommendation) last. 5. Show advantages of your recommendation. 6. Summarize your recommendation. 7. Ask for authorization to proceed if necessary. Instructions (how to write the report) 1. Use a basic memo heading (To/From/Date/Subject) and fill it in. 2. Write an opening paragraph that describes the problem or purpose of your report. 3. Write an introduction to your report that details the purpose and significance...
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...Marking Guidelines Cases studies are due on paper at the beginning of each class (e.g. xx.00pm). Late cases get zero. |Marks | | |5 |Key Events / Case synopsis | | |Maximum of six (6) sentences here. Provide a brief history of the company up to the time of the decision / problem. | |5 |Problem Statement and Objectives | | |Be clear what the problem is. Sometimes it is a specific decision to be made, most of the time it is a larger issue.| | |This means that the problem statement will rarely, if ever, be, “Should decider do A or B” | | |Note the objectives of the key character. If secondary characters have objectives that might have an impact on the | | |recommendation, note these here. | |25 |Situation Analysis | | |Start with a paragraph that summarises the business situation (eg do strengths outweigh weaknesses? Is it an | | |attractive...
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...Filmore Furniture Ltd Company Background * Incorporated in 1970 by Fred Filmore, a sole proprietor. * In 1983, Phil obtained his father’s furniture business and acquired the management of the business. * In 10 years the sales income increased to $5,100,000 and employed 58 full-time employees. * He is an aggressive manager and strategist. * During 1986 to 1993, Filmore Furniture modernized its manufacturing facilities. * Phil owned 63% of the share, 31% the five investors and the rest is retained by the employees of the company. Problem She is having a tough time choosing between whether she should sell the business, or manage the business herself. Objectives Choose the best option that will favor in Mrs. Lucinda Filmore, and provide her with an income that would benefit her financial situation. Also, an income to assist her to have a good standard of living for her and her children for the years to come, with the lowest short- and long term debt possible. Situation Analysis PEST Analysis Political:- * Canada-US Free Trade Agreement (1989) brought increased import competitors from larger American companies. * Opportunity to export in large US market Economical:- * During recession, additional fixed cost may be risky * The furniture industry is very competitive Social:- * Innovations resulted in good reputation, and goodwill in the furniture industry * Relationship with financial institutions; Customer...
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...situation back on course. DA: Is a process of identifying the best option- based on a set of criteria. The process basically matrices criteria (for making a decision) against alternative/options. The option is chosen which best meets the criteria. 80% of all the concerns in the world are decision situations! PPA: All Potential Problems are identified, likely causes are identified, then preventive and contingent actions are put into the plan to minimize the prospect of screw-ups when action plans are put into place. (Biddinger, B 2014) K.T. Situation Analysis Problem | Subproblem | TimingHigh, Medium, Low(H, M, L) | TrendHigh, Medium, Low(H, M, L) | ImpactHigh, Medium, Low(H, M, L) | Next ProcessProblem Analyst, Decision Analyst, Potential Analyst(PA, DA, PPA) | Too much traffic | Waste gas idling. | H | H | M | PA | Distance Between locations | Spend too much gas driving. | M | M | L | PA | | Put to many miles on my car. | H | H | M | PPA | | Causes more maintenance and repair to car. | M | M | M | PPA | Class starting at 6pm sticks me in 5 o clock traffic | Cause me to be late to class | H | M | H | PA | Construction | Shuts down lanes for traffic to flow | H | H | H | PPA | K.T. Decision Analysis MUSTS | Alternative 1 | Alternative 2 | Alternative 3 | Alternative 4 | Alternative 5 | Construction | Open up more lanes | Alternate routes | Leave Early | Move Closer | Work Closer | Distance between location | Move closer | Work Closer | Find a school...
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...12/20/14 Robin Hood (Part two) Summary Company Vision/ Mission Robin Hood and his Merrymen mission were to rob the rich and give to the poor. Company Goals * The company goals were to overthrow the government and take control of the Sheriffs position. Company Policies/Values * None SWOT Analysis * External Analysis * Industry Competition (Porter’s 5-Force) * Current rivalry opportunities/ threats * Current rivalry opportunities * Robin Hood could create more outsourcing potential for the Merrymen which would increase productivity potentially. * Current rivalry threats * The sheriff. The sheriff was becoming well organized and stronger as the days went by. * He would eventually have the opportunity to take Robin Hood and his Merrymen down. * King John has spies on inside of Robin Hood’s operation. * Potential entrants opportunities/ threats * None found * Bargaining power of buyers opportunities/threats * None found * Bargaining power of supplier opportunities/ threats * None found * Substitute product opportunities/ threats * General External Environment * Economic opportunities/ threats * Economic opportunities * None found * Economic threats * They will be unable to pay shares for the take, which...
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