...Executive Summary Statement of the Problem On April 30, 1999, the National Railroad Passenger Corporation (Amtrak) is deciding how to finance the acquisition of equipment for Amtrak’s new premium train service, Acela. In 2002 the government will stop funding Amtrak’s operating expenses and Amtrak has never been profitable in its 30-year history. Acela is how Amtrak plans to run at a profit by that point in time, the service is projected to bring in $180 million in revenue annually. Acela will be a high speed train line that will serve the Northeast United States, particularly major city-to-major city transportation. The amount of financing it needs for this project is $267.9 million to fund six locomotives and seven train sets. Under the assumption that Amtrak is profitable by 2002, there are three options for the financing: use federal funds, lease the equipment using a leveraged-lease structure from BNY Capital Funding LLC (BNY), or issue debt. To determine the best decision, a discounted cash flow analysis has been completed. Discussion Amtrak still receives funding from the government that could cover the costs of the project. However, Amtrak considers these funds to be a “premium and precious” commodity and would rather use these towards other capital projects that would be harder to finance. Because Acela can be easily financed with one of the other options, this choice is not under consideration. The leveraged-lease option that Amtrak is considering is an 80/20...
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...Executive Summary: Organizational Focus & Goals Derron Venerable University of Phoenix HRM/326 MARIBEL HINES September 15, 2014 Introduction The purpose of an Executive Summary is articulate a full report with the least amount of words possible depending on the size and nature of the issue. In most cases executive summaries serve as a report for executives who do not have the time to read the full report; therefore, the summary will give the executive the information that he or she needs to understand the objective, the issue(s), and the plan(s) in place to solve the issue(s). The following summary is focusing on an on-going overtime issue that one of the company’s branches is having. Focus and Goals The current focus at this particular location is to complete the daily task in the fastest most efficient safest way possible. The goals are to minimize or combine the current routes, run the routes from the closet point to the furthest and create a benchmark for each driver to attempt to meet in a safe but efficient manner. The research states that if the routes are done in a sequence form from the closet point to...
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...An executive summary, sometimes known as a management summary, is a short document or section of a document, produced for purposes, that summarizes a longer report or proposal or a group of r business elated reports in such a way that readers can rapidly become acquainted with a large body of material without having to read it all. It usually contains a brief statement of the problem or proposal covered in the major document(s), background information, concise analysis and main conclusions. It is intended as an aid to decision-making by managers[1][2] and has been described as possibly the most important part of a business plan.[3] They must be short and to the point. An executive summary differs from an abstract in that an abstract will usually be shorter and is intended to provide a neutral overview or orientation rather than being a condensed version of the full document. Abstracts are extensively used in academic research where the concept of the executive summary would be meaningless. "An abstract is a brief summarizing statement... read by parties who are trying to decide whether or not to read the main document", while "an executive summary, unlike an abstract, is a document in miniature that may be read in place of the longer document".[4] An executive summary differs from an abstract in that an abstract will usually be shorter and is intended to provide a neutral overview or orientation rather than being a condensed version of the full document. Abstracts are...
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...Executive Summary The purpose of an executive summary is to summarize a report. Executive summaries are written for executives who most likely do not have time to read the complete document. Therefore, the executive summary must cover the major points and be detailed enough to mirror the content yet concise enough for an executive to understand the substance without reading the entire report. An executive summary differs from an abstract. Readers use an abstract to decide whether to read the complete document. They read an executive summary to obtain information without having to read the report in full. The executive summary should be written as a document that can stand on its own and is usually written on one or two pages, depending on the length of the report. It restates the purpose of the report and describes any results, conclusions, or recommendations made in the report so that the reader understands the reasons for the conclusion or recommendations. Acronyms, symbols, and abbreviations must be written out. Tables and figures in the report should not be referred to by number in the executive summary. The audience for an executive summary is receptive to the message, so the writer should assume that the audience wants to know and understand the message. It is written in a formal tone using an impersonal style and eliminating first person pronouns (I, we, our, etc.). Use the following guidelines when writing an executive summary: • • • • • State clearly the purpose of the...
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...Good and poor examples of executive summaries This is a GOOD example from an Accounting & Finance assignment. Footnote Executive Summary This report provides an analysis and evaluation of the current and prospective profitability, liquidity and financial stability of Outdoor Equipment Ltd. Methods of analysis include trend, horizontal and vertical analyses as well as ratios such as Debt, Current and Quick ratios. Other calculations include rates of return on Shareholders Equity and Total Assets and earnings per share to name a few. All calculations can be found in the appendices. Results of data analysed show that all ratios are below industry averages. In particular, comparative performance is poor in the areas of profit margins, liquidity, credit control, and inventory management. The report finds the prospects of the company in its current position are not positive. The major areas of weakness require further investigation and remedial action by management.Recommendations discussed include: improving the average collection period for accounts receivable· improving/increasing inventory turnover· reducing prepayments and perhaps increasing inventory levels The report also investigates the fact that the analysis conducted has limitations. Some of the limitations include: forecasting figures are not provided nature and type of company is not known nor the current economic conditions data limitations as not enough information is provided or enough detail...
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...[Type the abstract of the document here. The abstract is typically a short summary of the contents of the document. Type the abstract of the document here. The abstract is typically a short summary of the contents of the document.] [Type the abstract of the document here. The abstract is typically a short summary of the contents of the document. Type the abstract of the document here. The abstract is typically a short summary of the contents of the document.] Electronic Discharge Summary EXECUTIVE SUMMARY Electronic Discharge Summary EXECUTIVE SUMMARY S. CHANDE, C. CHAHAL, N. GANDHI, A. HUSSEIN, K. MANOHARON. N. NURU S. CHANDE, C. CHAHAL, N. GANDHI, A. HUSSEIN, K. MANOHARON. N. NURU THE PROPOSAL There were 15 million discharge summaries produced for admissions into hospital last year. A staggering 80% of these were found to be inaccurate or incomplete and another 70% of these were reported as being severely delayed on a regular basis. This compromise to clinical care and patient safety is simply unacceptable. Our empirical market research has found that the majority of junior doctors, the principal users of discharge forms, were unhappy with the current systems in place. It has also been reported that on average junior doctors spend more time carrying out admin duties than in formal training and teaching sessions. There are electronic discharge systems present however, these have been described as insufficient as they lack comprehensive coding and in some circumstances...
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...Executive Summary Statement of the Problems The National Railroad Passenger Corporation (Amtrak) is a government founded rail transportation company that was created in 1970 to provide passengers with means of transportation. Beginning 2002, the government would no longer fund improvements and expansions for Amtrak. From looking at the income statement, we can see that Amtrak has never been profitable and has experienced an increasing deficit in recent years. To produce income, Amtrak decided to build “Acela;” a set of high speed trains in northeast America. In order to decide the best plan of financing this project, Amtrak and it’s advisor, Babcock & Brown Financial Corporation (BBFC) asked BNY Capital Funding LLC (BNYCF) to come up with lease-financing proposals. On April 30, 1999, Arlene Friner, the CFO of Amtrak presented these proposals for financing Acela to her Treasury team. A present value analysis is used to determine whether borrowing money, leasing the equipment, or relying on federal funding is the best option for financing the project. Discussion Acela is projected to produce $180 million in net revenue by 2002. This includes the purchase of 15 high-speed locomotives and 20 train sets of $750 million, of which Amtrak needs financing for six locomotives and seven train sets of $267.9 million. Amtrak presents three options for financing the Acela purchases and becoming a profitable entity by 2002: • Borrow money to fund the purchases • Lease equipment from BNYCF or...
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...Executive Summary Statement of the Problem: On April 30, 1999, the National Railroad Passenger Corporation (Amtrak) is considering financing options to purchase an equipment for Amtrak’s new train service, Acela. Acela is a new high speed rail service that will service the Northeast Corridor, which serves routes from Virginia to Maine. Congress passed the Amtrak Reform and Accountability Act (ARAA), which prevents Amtrak from using federal funds for operating expenses after 2002. By 2002, Acela is estimated to generate $180 million in revenues and consequently making Amtrak a self-sustaining company. The project requires $267.9 million to fund six locomotives and seven train sets and have three options to acquire the equipment: 1) issue debt to finance the purchase, 2) lease the equipment using a leveraged-lease structure, or 3) use federal grant monies. A discounted cash flow analysis on the three options has been performed to determine the most cost-efficient option. We will assume two potential scenarios when analyzing the options: 0% tax rate (operating at a loss) and 38% tax rate (operating with a gain). Discussion: Amtrak could issue bonds with a 20-year term at 6.75% per annum to purchase the equipment. They would make semiannual payments of $12.303 million and can sell the equipment at the end of its 25-year useful life at $40.185 million. If Acela’s revenue expectations are not met and Amtrak remains unprofitable, the present value of the cost of this option would...
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...Telecommunications and Networks-Benefiting from Video Conferencing – 2 TABLE OF CONTENTS I. Executive Summary……………………………………………………………3 II. Definition/History of Video Conferencing…………………………………….3 III. Background of Amtrak ………………………………………………………..4 IV. Discussion of Current Business Issues .............................................................4 V. Proposed Solution …………………………………………………………….6 VI. Recommendations for the Executive Committee ...............................................6 VII. Attachments ………………………………………………………………….11 VIII. References …………………………………………………………………...13 Telecommunications and Networks-Benefiting from Video Conferencing – 3 I. Executive Summary This research paper expounds on telecommunications and networks on how a company can benefit from using video conferencing. This paper also discusses Amtrak’s implementation of video conferencing with the purpose of saving on company wide business travel. This paper also communicates the pros and some cons of video conferencing video conferencing. Lastly, this paper outlines recommendations on how effective it would be for Amtrak to implement video conferencing and how it will benefit assist the company’s short and long-term goals in meeting their strategic goals and objectives. II. Definition/History of Video Conferencing Definition “Video conferencing is described as a real-time video session between two or more users that reside in two...
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...Executive Summary The Federal Government’s current Information Technology (IT) environment is characterized by low asset utilization, a fragmented demand for resources, duplicative systems, environments which are difficult to manage, and long procurement lead times. These inefficiencies negatively impact the Federal Government’s ability to serve the American public. Cloud computing has the potential to play a major part in addressing these inefficiencies and improving government service delivery. Amtrak, one of top client for Lockheed Martin is facing similar challenges to reduce the cost of IT infrastructure maintenance in their data center operations. Lockheed Martin has a unique cloud model which is focused on providing solutions as a service based on a mission focused approach to secure cloud delivery. They have successfully implemented cloud services for many clients. This study specifically focused on implementing the cloud computing strategy and services provided by Lockheed Martin that can significantly help Amtrak to provide highly reliable, innovative services in an efficient manner and at the same time reduce IT operating costs. Interviews were conducted with key business stakeholders at Amtrak and also with some of the IT project team members to learn about the existing data center model set up, data storage, and the hardware and software applications that are currently used. Interviews were also conducted with employees to understand the perception of cloud...
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...of twenty-four hours a day, seven days a week. All buses are equipped with air conditioning, restrooms, tinted windows and reclining seats and since its inception in 1914, Greyhound has also expanded into other lines of services which include food, package express services and charter services. In 1998, Greyhound Lines, Inc. showed a profit of 35.2 million dollars which was much to celebrate considering that a profit hasn’t been seen since 1993. However, in 1999 there is a net loss of 16.3 million dollars. This Greyhound Lines, Inc. case study will address many key issues that must be examined in order to put Greyhound back on track, and the recommendations that will follow will try to help Greyhound stay on the road to recovery. Summary of Business & Case Americans hit the road most often during the traditional Thanksgiving and Christmas holidays and the summer vacation months, so successful travel firms have adapted their operations to take advantage of these seasonal highs and lows. Greyhound Lines, Inc., experiences large seasonal fluctuations in both passenger volumes and incoming customer service calls. In response to these broad swings in travel...
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..........................................................................................................1 A. Airports ................................................................................................................................................4 B. Roadways .............................................................................................................................................5 C. Rail ..........................................................................................................................................................7 D. Ports ......................................................................................................................................................8 E. Summary .............................................................................................................................................9 III. SPECIAL FACTORS ..................................................................................................................................9 A. The World Cup and Olympic Games....................................................................................9 B. Demographic Shifts ..................................................................................................................... 11 C. Political and Regulatory Risks...
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...57008 Federal Register / Vol. 76, No. 179 / Thursday, September 15, 2011 / Proposed Rules carriers with aircraft that have a designed seating capacity of 19 or more passenger seats. DATES: Comments should be filed by November 14, 2011. Late-filed comments will be considered to the extent possible. ADDRESSES: You may file comments identified by the docket number DOT– OST–2011–0044 by any of the following methods: • Federal eRulemaking Portal: go to http://www.regulations.gov and follow the online instructions for submitting comments. • Mail: Docket Management Facility, U.S. Department of Transportation, 1200 New Jersey Ave., SE., Room W12–140, Washington, DC 20590–0001. • Hand Delivery or Courier: West Building Ground Floor, Room W12–140, 1200 New Jersey Ave., SE between 9 a.m. and 5 p.m. E.T., Monday through Friday, except Federal Holidays. • Fax: 202–493–2251. Instructions: You must include the Issued at Washington, DC, on September 8, agency name and docket number DOT– OST–2010–XXXX or Regulatory 2011. Identification Number (RIN) for the LaTanya R. Butler, rulemaking at the beginning of your Acting Deputy Committee Management comment. All comments will be posted Officer. without change to http:// [FR Doc. 2011–23634 Filed 9–14–11; 8:45 am] www.regulations.gov, including any BILLING CODE 6450–01–P personal information provided. Privacy Act: Anyone is able to search the electronic form of all comments DEPARTMENT OF TRANSPORTATION received in any of our dockets by the name...
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...Communications of the Association for Information Systems (Volume13, 2004) 443-455 443 FROM THE CIO POINT OF VIEW: THE “IT DOESN’T MATTER” DEBATE Larry DeJarnett The Lamar Group larry.dejarnett@thelamargroup.com Robert Laskey Revelation 360 bob@revelation360.com H. Edgar Trainor Paramount Pictures ed.trainor@paramount.com EDITOR’S FOREWORD This article differs from all the articles CAIS published previously in that it is a debate on the nature of IT written by practitioners from three different points of view. It deals with IT Doesn’t Matter, a polemic written by Nicholas Carr, then editor of the Harvard Business Review in which he argued that the days when IT offered strategic advantage are long since gone and that managers therefore should undertake a different approach to IT. The paper, obviously, became notorious in the IS community. On December 3, 2003, the Southern California Chapter of the Society for Information Management, at its regular meeting invited three of its members with long experience as chief information officers to debate the issue. The title of the meeting was: "I.T. Doesn't Matter or Does It? How to Improve the Value and Perception of I.T.” The three debaters were assigned a position to argue: favorable to Carr (Laskey), neutral (DeJarnett), and unfavorable to Carr (Trainor). Edited versions of their remarks are presented below. Keywords: value of IT, perception of IT, role of IT, Nicholas Carr, I.T. Doesn’t Matter, IT Does Matter, contrarian point-of-view...
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...Table of Contents WELCOME FROM ACADEMIC PROGRAM DIRECTOR ............................................................................ 1 MEET THE FACULTY................................................................................................................................... 2 ORIENTATION SCHEDULE ....................................................................................................................... 10 ACADEMIC CALENDAR ............................................................................................................................. 11 MASTER OF SCIENCE IN FINANCE PROGRAM SUMMARY ................................................................. 12 GETTING STARTED .................................................................................................................................. 13 JHED ID .................................................................................................................................................. 13 Blackboard FAQs .................................................................................................................................... 13 Integrated Student Information System (ISIS) ........................................................................................ 14 LIFE AT THE CAREY BUSINESS SCHOOL .............................................................................................. 15 HEALTH INSURANCE FOR STUDENTS...........................................
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