...these costs should be placed onto the operating cash flow. This had a large negative effect on their operating cash flows during the restatement periods 2. Read SFAS #95, paragraphs 24 and 85-87, and explain how this relates to Blockbuster. This is very similar to what the standard is referring to in paragraph 24. It is an asset that is rented out for a short period of time and then is sold when the movie become a little older. Paragraph 87 describes some of the situations in which classification is not totally clear. It says an item needs to be recognized based on the predominate source of cash flow. In this case the DVDs lead to rental revenue, which are part of the company’s operations. Read the article: “Quick Cash via Receivables Deals Can Leave a Blurry Fiscal Picture,” by Michael Rapoport, in Wall Street Journal, June 16, 2006, p. C3. 3. What “trick” can companies use to boost their operating cash flows, at least in the short run? Companies can securitize their accounts receivables. They bundle their receivables and then using an off-balance entity they sell these securities. The company will receive cash from these securities with the promise of paying back the investors when the customers pay the receivables. This allows them to increase operating cash flows and does not get recorded as debt either. Read the article: “Where Accounting Meets Language: How Firms Use ‘On’ or ‘Of’ In Citing Investment Returns May Cut Into Cash Flow,” by Michael...
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...Aligning Strategy and Sales 2012 December 2 - December 7, 2012 Schedule for Sunday, December 2, 2012 Time 11:00 - 3:30 PM 4:00 - 5:45 PM Event Registration Opening & Introductory Case Session Instructor: Frank Cespedes Location McArthur Hall Program Office McCollum 101 Cabot Pharmaceuticals, Inc. (510030) 5:45 - 6:30 PM 6:30 - 7:30 PM 7:30 PM Opening Reception Opening Dinner Individual Preparation McArthur Hall Lounge Kresge South Terrace Copyright 2012 President and Fellows of Harvard College Aligning Strategy and Sales 2012 December 2 - December 7, 2012 Schedule for Monday, December 3, 2012 Time 7:00 - 8:00 AM 8:00 - 8:45 AM 9:00 - 10:15 AM Event Breakfast Discussion Groups Case: Ben & Jerry's Homemade Ice Cream, Inc.: A Period of Transition Instructor: John Wells Location Kresge Boardroom Assigned Living Group McCollum 101 Ben & Jerry's Homemade Ice Cream, Inc.: A Period of Transition (796109) 10:15 - 10:30 AM Class Photo 10:30 - 10:45 AM Break 10:45 - 12:00 PM Lecture: Strategy Articulation Instructor: John Wells 12:00 - 1:00 PM 1:00 - 1:40 PM 1:45 - 3:00 PM Lunch Discussion Groups Case: Edward Jones in 2006: Confronting Success Instructor: Frank Cespedes Kresge Boardroom Assigned Living Group McCollum 101 Baker Library McArthur Hall Lounge McCollum 101 Edward Jones in 2006: Confronting Success (707497) 3:00 - 3:15 PM 3:15 - 4:15 PM Break Lecture: Making & Articulating Strategic Choices Instructor: Frank Cespedes 4:15 - 6:15 PM 6:30 -...
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...Backward Scheduling – An effective way of scheduling Warehouse activities Traditionally, scheduling algorithms were used in capital intensive production processes where there was a need to optimize the production because the plant capacity was constrained and there were different lines of products vying for the same manufacturing plant resources. With warehouse operations getting more complex and automated over the years, a similar need is felt to schedule some of the warehouse jobs using these algorithms to optimize the use of resources such as cranes, conveyors, labelers and pickers deployed in the warehouse to maximize the throughput. This paper describes the approach of one of the scheduling a l g o r i t h m s c a l l e d “ B a c k w a r d S c h e d u l i n g”, i t s implementation in scheduling picking operations in Warehouse and the advantages realized by using this approach Backward Scheduling – An effective way of scheduling Warehouse activities About the Author Tarun Chugh He is an IT specialist with Tata Consultancy Services for the last 8 years and has an overall experience of over 10 years. His technological forte has been IBM iSeries (AS/400) based technologies. He has extensive experience in architecting solutions in different domains such as Banking, Retail, Insurance and Manufacturing. He is currently working on a project which involves design and development of processes for automation of warehouse operations of a US based Fortune 500 retail organization...
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...Case Analysis Intermediate Accounting A Series of Revenue Recognition Research Cases Using the Codification Case One: Consumer Cleaning Products Corporation (CCPC) Case Two: Landline Corporation Case Three: Assembly Lines Incorporated (ALI) Submitted By Chen Chongxiao Sweta Shah Xiaoyun zhang Case One Requirement 1: The accounting issue in this case is how to account for the coupons which was introduced on Sep. 1 2009 for the new detergent Fresh & Bright Marketing campaign by a detergent manufacturer called Consumer Cleaning Products Corporation (CCPC). The coupon drops served as a sales incentive, which can be further explained by FASB Codification Section 605-50, “Customer Payments and Incentives,” in this case. Requirement 2: According to FASB Codification 605-50-25-3, for a sales incentive offered voluntarily by a vendor and without charge to customers that can be used or that becomes exercisable by a customer as a result of a single exchange transaction, and that will not result in a loss on the sale of a product or service, a vendor shall recognize the cost of such a sales incentive at the later of the following: a. The date at which the related revenue is recognized by the vendor b. The date at which the sales incentive is offered (which would be the case when the sales incentive offer is made after the vendor has recognized revenue; for example, when a manufacturer issues coupons offering discounts on a product that it already has sold to retailers)...
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...Chapter 3 Brute Force Copyright © 2007 Pearson Addison-Wesley. All rights reserved. Brute Force A straightforward approach, usually based directly on the problem’s statement and definitions of the concepts involved Examples: 1. Computing an (a > 0, n a nonnegative integer) 2. Computing n! Multiplying two matrices 3. 4. Searching for a key of a given value in a list Brute Force Sorting What would be the most straightforward method for solving the sorting problem? Reasonable people may disagree on the answer. Selection Sort or Bubble Sort Brute-Force Sorting Algorithm Selection Sort : Scan the array to find its smallest element and swap it with the first element. Then, starting with the second element, scan the elements to the right of it to find the smallest among them and swap it with the second elements. Generally, on pass i (0 i n-2), find the smallest element in A[i..n-1] and swap it with A[i]: A[0] . . . A[i-1] | A[i], . . . , A[min], . . ., A[n-1] in their final positions Example: 7 3 2 5 Selection Sort : Example 1 ) |89 45 68 90 29 34 17 2 ) 17 | 45 68 90 29 34 89 3 ) 17 29 | 68 90 45 34 89 4 ) 17 29 34 | 90 45 68 89 5 ) 17 29 34 45 | 90 68 89 6 ) 17 29 34 45 68 | 90 89 7 ) 17 29 34 45 68 89 | 90 Analysis of Selection Sort Time efficiency: Space efficiency: Stability: Θ(n^2) Θ(1), so in place yes Bubble Sort Compare adjacent elements of the list and exchange them if they are...
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...DiscussionFinancial Reporting & Analysis I Break Out (1-6) | | | 09:00 – 10:30 | Financial Reporting & Analysis I Dr. Zeeshan Ahmed Venue (Lecture Room 1) | | | | Topic : 1) Long lived assets and their amortization | | | | Case : 1) Depreciation at Delta and Singapore Airlines | | | | Reading : 1) Long-lived Fixed Assets | | | 10:30 – 10:45 | Tea Break | | | 10:45 – 11:10 | Group DiscussionMarketing Management I Break Out (1-6) | | | 11:15 – 12:45 | Marketing Management I Dr. Jawaid Abdul Ghani Venue (Lecture Room 1) | | | | Topic : 1) Brand Extensions | | | | Case : 1) Flare Fragrances | | | | Reading : 1) Ch 7: Identifying Market Segments and Targets | | | 12:45 – 13:45 | Lunch & Prayer Break | | | 13:45 – 14:10 | Group DiscussionManagement Practice Break Out (1-6) | | | 14:15 – 15:45 | Management Practice Dr. Rizwan Amin Sheikh Venue (Lecture Room 1) | | | | Topic : 1) How to Create Motivation in Organizations | | | | Reading : 1) HBS Note: The Motivation for Creativity in Organizations | | | 15:45 – 16:00 | Break | | | 16:00 – 18:00 | Decision AnalysisDr. Ali K. Malik Venue (Lecture Room 1) | | | | Topic : 1) Data Sampling | | | | Reading : 1) Chapter 5 | | | Tuesday September 23rd | | 08:30 – 08:55...
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...Series of Revenue Recognition Research Cases Using the Codification Case One: Consumer Cleaning Products Corporation (CCPC) Case Two: Landline Corporation Case Three: Assembly Lines Incorporated (ALI) Submitted By Chen Chongxiao Sweta Shah Xiaoyun zhang Case One Requirement 1: The accounting issue in this case is how to account for the coupons which was introduced on Sep. 1 2009 for the new detergent Fresh & Bright Marketing campaign by a detergent manufacturer called Consumer Cleaning Products Corporation (CCPC). The coupon drops served as a sales incentive, which can be further explained by FASB Codification Section 605-50, “Customer Payments and Incentives,” in this case. Requirement 2: According to FASB Codification 605-50-25-3, for a sales incentive offered voluntarily by a vendor and without charge to customers that can be used or that becomes exercisable by a customer as a result of a single exchange transaction, and that will not result in a loss on the sale of a product or service, a vendor shall recognize the cost of such a sales incentive at the later of the following: a. The date at which the related revenue is recognized by the vendor b. The date at which the sales incentive is offered (which would be the case when the sales incentive offer is made...
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...Case Study 2 QSO 600: Operations Management 15TW1 Southern New Hampshire University, College of Continuing Education Professor Constant “CP” Craig Robin L Reeves October, 11 2015 Purpose Moore House Contractors have a strict deadline to meet in order to complete their previous arrangement with the real estate company, Countryside Realtors. Starting in late winter or early spring when the weather becomes moderate, Moore House is considering agreeing to complete a new home every 45 days building a total of 6 homes. Countryside has also decided to include a strict penalty if the contractors fail to deliver a home within the 45 day time period. Moore House has completed a time line of events in which they hope all homes will be completed. The contractors need to be confident they can complete the job within the allotted amount of time otherwise they are going to raise the bid on the building of the 6 houses in order to cover potential penalties. As of now, the penalty holds no exception to bad weather or unexpected delays. Moore House Contractors must now determine the scenario which will bring about the greatest length of time, if they should increase their bid to cover penalties, and determine which areas of the project may require more time and resources. Background Construction groups must have clear deadlines with precise scheduling in order to complete projects in a timely fashion according to the agreed contract. While delays are to be expected and can hinder...
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...other ways to accomplish the needful for the successful piling of the content of the assignment. I would like to extend my sincere thanks to all of them.” I Aspect of Contract and negligence Individual assignment Table of Contents Acknowledgement Task one (P1) P1.1.1 Define the terms (a) Simple contract (b) Contract under seal (c) Signature (d) Unilateral contract (e) Bilateral contract (f) Multilateral contract P1.1.2 Elements of an valid contract P1.2 Case- Kera VS Liam P1.3.1 Case- Frank VS Gail P1.3.2 Case- Tim VS Ulla P1.4 Case- Dan VS Shop keeper Task two (P2) P2.0 Discuss the consequences of the breach of 2.1.1 Consequences of branching condition 2.1.3 Consequences of branching intermediate term P2.2 Case- Delma VS Eric P2.3 Case- Alma VS Ben’s dry Task three (P3) P3.1 P3.2 Fireman VS Occupier P3.3 Case- Kevin VS A Ltd P3.4 Case Task four (P4) Case study P4.1.1 Proximity test P4.1.2 Reasonable foreseebility test P4.2 Discuss the defenses for negligence. 5. References I 1 1 1 1 1 1 1 2 2 3 3 3 3 4 4 4 4 4 4 5 5 5 5 5 6 6 6 6 6 8 II Aspect of Contract and negligence Individual assignment III Aspect of Contract and negligence Individual assignment IV Aspect of Contract and negligence Individual assignment Task one (P1)...
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...to remain in UK as a worker (Art 45 TFEU). Since Arturo has been in UK in 2009 and Romania joined EU in 2009, he would then fall under Directive 2004/38, which entered into forced on 30 April 2006. Throughout the time Arturo in UK, he had worked as a rowing trainer for two years (assume started from 2009 -2010) which he had now been taken off and be a part time fitness trainer. By adopting the rule laid by the judge in Case 66/85 Lawrie-Blum, as long as Arturo satisfy the essential characteristic of a worker, namely that he is performed a service for or under the direction of another in return for remuneration during certain period, there is a great possibility that Arturo would fall under the concept of the worker. The concept of worker had been defined widely. Arturo would still be consider as a worker, irrespective that he received less than the minimum wage (Case 53/81 Levin and Case 139/85 Kempf), or that is was a part time job), or even he received social benefit (the case of Kempf) provided that he had conduct an effective and genuine” work (Case 53/81 Levin). Arturo would also need to consider the case C-10/05 Cynthia Mattern and Hajrudin Cikotic v Ministre du Travail er d, arguing that the his training period by becoming a rowing trainer since 2009 may be regarded as practical preparation directly to his actual pursuit of a professional rower, and should not be consider as a bar of his application of Art 45 TFEU. Following the case of C-196/87 Steymann, the term “remuneration”...
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...INTRODUCTION Equinix, Inc. is an American public corporation that provides carrier-neutral data centers and internet exchanges. Equinix provides network-neutral data centers (IBX or "Internet Business Exchange") and interconnection services. The company offers colocation, traffic exchange and outsourced IT infrastructure solutions to enterprises, content companies, systems integrators and over 950 network service providers worldwide. Equinix currently operates 100 data centers across 32 major metropolitan areas in 15 countries in North America, Europe, Asia-Pacific and South America. The company has its headquarters in Redwood City, California, United States. According to the company website, Equinix’s mission is to “store, power, and connect the internet.” What Makes a Data Center an Equinix IBX Data Center Every Equinix International Business Exchange™ (IBX®) data center delivers operational expertise, standards compliance and physical security to safeguard your valuable information. Peace of Mind When you Need it Most * Reliability – All Equinix IBX data centers are equipped with full UPS power, back-up systems, and N+1 (or greater) redundancy, with a proven, industry-leading >99.999% uptime record. * Power Density – With robust heating, ventilation, and air conditioning (HVAC) systems, Equinix IBX data centers exceed the requirements of even the most power-hungry deployments. * Security – Each Equinix IBX data center utilizes an array of security equipment...
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...nation’s history: the official completion of the Transcontinental Railroad on May 10, 1869, in Promontory Summit, Utah. These firearms attempt to honor the perseverance and talents of all who worked to complete this engineering marvel. The success of this railroad opened a new chapter in our nation’s history, and through its completion, the development of the West was realized and America was forever changed. It’s a fitting tribute, artistically rendered upon an another impressive innovation – the Colt Single Action Army® Revolver. Assigned to these two Colt Single Action Army Revolvers are the special Serial numbers East 1, which is for Engine 119, and West 1, which is for Engine 60, named JUPITER. Features include: Caliber .45 Colt, 7 ½ inch Barrels, Black Powder Screwless Frames, Beveled Cylinders with elongated Flutes. Special attention was given to the genuine Ivory grips. These revolvers shipped from the factory in the white on December 19, 2011 to Colt Master Engraver Leonard Francolini. 1991 SERIES GOVERNMENT MODEL®............................... 4 XSE SERIES GOVERNMENT MODEL®................................ 6 RAIL GUN® GOVERNMENT MODEL®................................. 8 SERIES 70™.................................................................... 10 GOLD CUP®.................................................................... 11 1991 SERIES COMBAT COMMANDER®............................ 12 XSE SERIES COMMANDER®................................
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...-Journal of Arts, Science & Commerce ■ E-ISSN 2229-4686 ■ ISSN 2231-4172 International Refereed Research Journal ■ www..researchersworlld..com ■ Vol.– III, Issue –1,Jan. 2012 [122] A CASE STUDY APPROACH TO HUMAN RESOURCE PLANNING - HRP- IN WEAVING INDUSTRY OF MARUTHAMUNAI Ismail, M. B. M., Senior Lecturer in Management, Department of Management, Faculty of Management and Commerce, South Eastern University of Sri Lanka, Oluvil. Velnampy.T, Professor and Dean/Management Studies & Commerce, University of Jaffna, Sri Lanka, ABSTRACT There are two case studies. First case is Royal Hand Loom (RHL) which has a single weaving factory. The second case is AAA Hand Loom (AAAHL) which has eight weaving factories. Research objective is to apply the Human Resource Planning Model -HRPM- for RHL and AAAHL introduced by Walker and Dyer (1980). 9 weaving factories falling in two cases have also been selected as sample size by systematic sampling method. Data were obtained using secondary data collection method via historical sales force data. A shortage of human resources of RHL would be 8 and 12 and that of AAAHL would be 103 and 182 on both individual territory base and total territory base. RHL and AAAHL can plan its action to bridge the gap identified by short term solutions like an increased overtime -OT-, hiring of temporary sale people and long term solutions like recalling, retraining and hiring of permanent sales people. Keywords: Human Resource Planning, Weaving...
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...Economics Theory 1. Describe The Fundamental Economic Problem? Any economic system has to deal with some fundamental economic problems. These problems are common to all economies. The following list gives the Four most fundamental economic problems faced by any economy. 1- What to produce? 2- How much to produce? 3- How to produce? 4- For whom to produce? How these problems are dealt with differ from one economic system to another. OR The fundamental economic problem is simply the problem facing a society on how it chooses to utilize its finite amount of labor and resources to satisfy the seemingly infinite number and variety of human wants and needs. Economics is the way in which ruling bodies prioritize their resources and strive to ascertain which needs and wants of the populace are most deserving of being satisfied. The fundamental needs of society tend to be the ones that are most frequently addressed; such as food, clothing, warmth and shelter. As such, most economies across the world today attempt to consistently provide for the needs of the people in their society. Once the basic needs of humanity are addressed, the population drives demand for any extra goods and services. A personal computer is an example of an item somebody wants above basic needs. This demand is met by companies making computers and selling them to the public. The issue of choice is also important. Businesses realize consumers have a choice about which items to demand and as such...
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...Compensation There are five steps to follow when developing an effective compensation system Step 1 Understand your organization and your people Step 2 Formulate your reward and compensation strategy Step 3 Determine your compensation values Step 4 Design your performance pay and indirect pay plans Step 5 Implement, manage, evaluate, and adapt the compensation system Each step is just one part of the total organizational system, each part must fit with and support the other parts. There are three variable patterns into which these parts can be arranged, each pattern represents one type of managerial strategy. Each managerial strategy then relies on a different reward and compensation strategy. The three different managerial strategies are as follows; * Classical- which assumes most employees are lazy and dislike work but can be convinced in order to satisfy their economic needs. * Human Relations- assumes employees dislike work but can be induced to work in order to satisfy their social needs. * High-involvement- assumes that work can be intrinsically motivating to employees if the organization is structured properly. Each of the three managerial strategies has different implications for how the reward and compensations should be designed. In the case of the Fit Stop, it is a close choice between human relations and high-involvement. However, I believe that a High-involvement managerial strategy would be the best choice to implement. This strategy makes...
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