...How does the company define its mission? Deutsche Bank is a German global investment and corporate bank with large branches of private wealth management and a commitment to corporate social responsibility. The company is based in Frankfurt and operates in more than 72 countries. Deutsche Bank defines itself as a company that strives to be the leading provider of financial solutions. The company takes pride in valuing their clients, their shareholders, their people, and the communities in which they operate. Deutsche Bank goes by the slogan “Passion to Perform.” This slogan propels them to define their business with a clear purpose and mission. This purpose and mission allows them to ultimately mix passion with precision, according to the company website.1 What are the company’s services/products? As the largest bank in Germany with assets of E 1,126 billion2, Deutsche Bank specializes in offering financial services and products to corporate and institutional clients. These types of clients can range from Large Cap clients (companies with a market capitalization value of more than $10 billion)3 to Financial institutions. Deutsche Bank’s clients also include Mid cap, Government and Supranational, and 1 "Mission and Brand." Deutsche Bank. N.p., n.d. Web. 14 Aug. 2012. 2 Deutsche Bank AG Company Profile.” Datamonitor (2011): 1-33 BDuesiuntescssheSoBuarncke APrGemCioemr.pPaDnyF.P2r4ofAileu.g”.D20a1ta1monitor (2011): 1-33 Business Source Premier. PDF. 24 Aug. 2011 3 "Large Cap...
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...1. What accounts for Deutsche Brauerei’s (DB) rapid growth in recent years? What strategic choices were made? The Ukraine account grow rapidly in the recent years. The strategic is just expanding, more focus on the sale/volume, not on how to turn the order to money. It can be understood that the local distributors need some policy support from DB, because they just start, still at the beginning of capitalization period. The current credit policy is applicable for the starting phase, but long term it needs to be adapted (e.g annual bounce on the pay on time accounts). Meanwhile because of fast expansion, more investments on the Assets in Ukraine is needed. The financial plan includes a 7 million euro investment in new plant and equipment for the Ukrainian operations in 2001, followed by a 6.8 million euro investment in 2002 for a new Ukranian warehouse and distribution center. Which is reasonable, but need more detail plan/business case before make the decision. I would say, half of the amount should be financed by Ukraine team itself, if they are able to turn the account receivable to cash. 2. What is the credit policy for DB for distributors in the Ukraine? Why is it different from other sales? Is it appropriate (examine the business models in both instances). The credit policy for Ukranian distributors from 2 percent 10, net 40 to 2 percent 10, net 80 (clients could take a 2% discount if payment was made within 10 days of the invoice, otherwise payment...
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...Deutsche Brauerei brewing company was founded back in 1737 by Gustav Schweitzer and currently produces two varieties of beer, dark and light. Since the brewing company was originally family owned and family operated, the equity is all privately held stock which is distributed between 16 members of the Schweitzer family. Lukas Schweitzer asked his niece, Greta Schweitzer, to join the board of directors because of her financial expertise. Lukas, the managing director of the firm, is seeking advice to prepare an agenda for the directors meeting in January. This case analysis addresses three main questions concerning the Deutsche Brauerei Company. The three questions that relate to approving the 2001 financial budget are declaring a quarterly dividend; and determining a reasonable compensation plan for Oleg Pinchuk, the company's sales-and-marketing manager. First let us look at the projections of the financial budget for 2001. Net sales have nearly doubled since 1997, for the most part on account of the expansion into the Ukraine market. Because of the new privatizations and market reforms made by the Ukrainian government, it made entry into this market more viable then ever before; which swayed the Schweitzers to expand. Since they were the first-movers in this sector, the beer-distribution pipeline in the Ukraine was nonexistent. The entrepreneurs were eager to capitalize on the market but they had no capital. So Oleg basically turned the company into a bank for the Ukraines...
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...Deutsche Braueri I. Introductory Paragraph Deutsche Brauerei has been a family owned and operated corporation for 12 generations, which has created a high level of focus and control. Each generation has kept the management and operations processes relatively simple, centered on brewing practices and quality. Deutsche Brauerei’s rapid growth in recent years can be attributed to several factors. First and foremost, the company’s success is centered on the product itself, which has won numerous quality awards and is quite popular in Germany. Another contributing factor to the recent growth may have been a bit inadvertent. The purchase of new equipment in 1994, which was necessary as a result of a fire that destroyed the old equipment, allowed the company to increase brewing capacity and efficiency. Finally, Deutsche Brauerei’s decision to enter the Ukranian market in 1998 contributed significantly to the rapid growth. The collapse of the U.S.S.R. brought market reforms, and Deutsche Brauerei jumped on the opportunity to enter the fragmented beer industry, capture the large population and capitalize on the prime location in Europe. Lukas Schweitzer was savvy enough to hire local expert Oleg Pinchuk away from a competitor as the marketing manager, and Oleg was instrumental in building the business in Ukraine by securing accounts and implementing the field warehousing to support distributors. Deutsche’s beer was hugely popular in the Ukraine almost immediately, and volume sales...
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...John Doe Deutsch case The SPC initiative is very important to senior management at Deutsche because of the charter for differentiating the organization through unparalleled customer service. In 1995 there was a race in the commoditized industry of insurance; the first company that could reach the ultimate in customer satisfaction through the minimizing of hassles would enjoy dominance. It was also a time period that was just before the commercialization of the world wide web in organizations1, and the early adopters were finding ways to, for example, make it easier for their clients to access products or services via the web. Management recognized that the New Policy process was a major bottleneck and frustration for its clients, and Annette was on the right track to focus her energies there. However, there are things she could have done differently, and will need to make some changes to succeed in the proliferation of Statistical Process Control (SPC) SPC throughout the organization. This report will outline the major issues being faced and then make recommendations that will need to be implemented in order to ensure that SPC can succeed in an organizational culture such as that of Deutsche. The following have been identified as the major roadblocks standing in Annette’s way: * Temporary Workforce: In our studies of GE and Toyota, we saw that the “lean” quality mindset needs to be a decentralized, bottom-up movement from within the company where all members...
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...K. Wade Radomske Germ 380 Dr. Josiah Simon 18 November 2015 Afro-Deutsche In his autobiography Colin Powell, the only black person to serve on the Joint Chiefs of Staff of the U.S. Military, said this in his Autobiography “...black GIs, especially those out of the South, Germany was a breath of freedom--they could go where they wanted, eat where they wanted, and date whom they wanted, just like other people. The dollar was strong, the beer good, and the German people friendly...". He makes it seem like paradise for the black community, and in some ways it may have been but it wasn’t completely, and it wasn’t always that way. Germany’s black-history isn’t particularly long, but it is tumultuous. The majority of black-history in Germany starts after WWI when an influx of French-Senegalese occupation soldiers and their families moved to the Rhineland in Germany. Compared to the United States, Germany was a relatively welcoming place for blacks in the 1920’s and many American musicians and entertainers took their skills to Berlin and other major cities where Jazz was on the rise. Throughout the 1920s Jazz became a very prominent part of German entertainment and nightlife. With the introduction of the radio, German’s had easy access to the American greats they idolized such as Louis Armstrong and Duke Ellington. The Weimar Republic, as Germany was known at the time, associated jazz with the modern era of progressivism. This more tolerable environment didn’t last long however...
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...WikiJoin this Wiki * Recent ChangesRecent Changes * Manage WikiManage Wiki Navigation 1. Home 2. an article about a typical Japanese Entrepreneur I like 3. Deutsche Exec Summary guest · Join · Help · Sign In · Wikispaces Remove From FavoritesAdd To FavoritesDeutsche Exec SummaryProtected * pagesubmenu o Details and Tags o Print o Download PDF o Backlinks o Source o Delete o Rename o Redirect o Permissions o Lock * discussion * history * notify me Details last edit by willzhouchuan willzhouchuan Oct 10, 2006 8:26 pm - 23 revisions hide details Tags * none Protected COVERPAGE- NAMES, id#s AND NAME OF CASE(Please add your student number after your name/thanks) Professor: Dr. Giovani J.C. da Silveira Lodge Karen Koupal Ondrej Miller Alana Ogunsola Oluseun Will Chuan Zhou (328253) Name: Case Analysis of Deutsche Allgemeinversicherung Coverletter?- Addressed to kluck, from consultants If someone can find a sample cover letter for case analysis then I can make it longer Dear Mr. Kluck; We are a 5 member consulting team from University of Calgary, Haykayne Business School and we did a very comprehensive study on Deutsche Allgemeinversicherung's PMV project and its problems, including the problem's background, the competition the company is facing, the firm's current state, Suitability of SPC use in...
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...Introduction: Greta Schweitzer requires assistance in determining how the company, Deutsche Brauerei should best proceed in the future, to achieve optimum financial results. Specifically, Schweitzer needs to consider what her position is on adopting the company’s financial projections for the future, the firm’s dividend policy and the compensation package that should be offered to the leader of international expansion, Oleg Pinchuck. There are other areas of Deutsche Brauerei’s operations however, that it appears worthwhile for Schweitzer to assess. These include Deutsche Brauerei’s practise of taking on excessive short-term debt, and the subsequent effect that has on the firm’s working capital. A further impact on Deutsche Brauerei’s working capital could be as a result of the effect of Pinchuck’s extremely relaxed accounts receivable in Ukraine. Finally, Schweitzer should evaluate the benefits and shortfalls of the firm’s aggressive expansion into Ukraine. Dividends Declaration Policy: Deutsche Brauerei is currently enjoying a high growth rate in sales, for 2001 the projected growth rate is approximately 48%. It is unusual that a firm that is so successful at generating sales is taking on such a large amount of short-term debt. One of the principle reasons Deutsche Brauerei has such a large amount of short term borrowings is the pressure they are put under to provide such a substantial dividend payment to shareholders. The largest financial demand’s the firm is currently...
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...GR525 Case Study I DEUTSCHE BRAUEREI Group 8 Guangyi Yu Lili Yu Liuxian Ye Shuti Yao Xi Yang Executive Summary Financial Plan: Deutsche’s current financial plan is problematic. The projected expenses are not in line with the increase of sales, and Pinchuk did not identify the potential consequences if the projected profits are not achieved. In addition, Deutsche simply relies on the short-term borrowings may lead to liquidity problems if the working capital is exhausted. Compensation Plan for Pinchuk: The proposed compensation plan may push Pinchuk to pursue short-term sales increase at the cost of long-term growth. The aggressive sales strategy will bring potential bad debts and financing troubles. The compensation plan should base on multiple key performance factors rather than on sales increase only. Dividend Declaration: Uncle Lukas proposed to increase the dividend for this quarter to a total of EUR 698,000, because Schweitzer family traditionally aims for a 75% dividend payout ratio each year. In fact, Deutsche is growing rapidly. Such a company could not afford a high payout ratio. The profits should support operations rather than satisfy owners at the expansion stage. Debt Financing Analysis Deutsche depends heavily on short-term bank loans, and has no detailed plans for the long-term debts. In order to keep the new distributors and retailers, Pinchuk borrowed the long-term loans to finance the outstanding receivables. Both ways of financing are...
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...Deutsche Brauerei was a family owned business, located in Munich, Germany that produced 2 award winning varieties of beer; dark and light. Founded by Gustav Schweitzer in 1737, it had been in the Schweitzer family for 12 generations. Whereas the members of the board had extensive production know-how, they had little knowledge about marketing and financial management of the company. Over the long history of the company, the main business idea had been to make an excellent product so that the total output could be sold at the asking price. However, this business model began to change soon after the dissolution of the former Soviet Union, when Lukas Schweitzer, the managing director of the company, realized that there was significant opportunity for the business in the former Soviet states, particularly Ukraine due to its relatively large population and strategic location within Central and Eastern Europe. Due to its full-bodied malty taste, Deutsche beer became an overnight success in Ukraine. Within three years of launch, Ukrainian consumers accounted for 28% of Deutsche’s sales. Furthermore, most of the unit growth in sales during that time period was also contributed by Ukraine. In an attempt to market the beer even more aggressively, Lukas hired Oleg Pinchuk, a marketing guy who understood the Ukrainian markets and had previous experience of marketing beer for a major Ukrainian beer producer. In Germany, Deutsche Brauerei operated through a network of independent...
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...Deutsche Kultur Die Kultur ist anders in jedem Land. Dänemark ist eines der wenigen Länder, in denen du dein Brot isst. Dänemark ist das einzige Land, Fleischbällchen und Schweinefleisch isst. Im Dänemark wir liebe das nationale Team, wir lieben die royale Familie für Dänemark. Dies sind nur einige der Dinge, das wir lieben in Dänemark. Aber das Team und royale Familie ist eines der größten Dinge in einem Land, die Kultur in der ganzen Welt. In den USA, haben sie eine ganz andere Kultur, sie lieben den Präsidenten, in dem Land. Die Schüler haben Uniformen, aber es gibt viele Länder, die zu tun. In Deutschland, sie lieben ihre deutsche Forbundskantzler. Die Deutschen sind sehr stolz dass sie Gastgeber der WM 2006 waren. Wenn man denken auf Deutschland kann man nicht entgehen Nationalsozialismus. Adolf Hitler war ein großer Mann für Deutschland und die Welt. Er wird von vielen Deutschen gehasst, sondern auch geliebt, in dem Sinne, dass er Probleme gemachten in 2. Welt kreig. In Deutschland interessiert man sehr viele sich für Sport und das tun wir in Dänemark auch. Der Klima in Deutschland ist sehr ähnlich zu der dänischen. Beide Länder Liebe Touristen. Deutschland und Dänemark haben gemeinsam, dass es große Importor Ländern ist. Deutschland und Dänemark haben auch gemeinsam, dass sie viele verschiedene Kulturen aus anderen Nationalitäten in dem Land. Haben die Deutschen sind im Krieg stark und es ist eines der Dinge, die Dänen nicht gemeinsam haben mit den Deutschen...
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...Introduction Deutsche Brauerei (DB) is a German company owned by 16 Schweitzer family members. It was founded in 1737, and has been in the family for 12 generations. DB manufactures two types of beer; light and dark. Both are well known and have won quality awards. The case centers around the financing of the company’s expansion into the Ukrainian market (and possibly further into Eastern Europe) and its impact on financial planning, future dividends and employee compensation. Background Facts A fire destroyed the manufacturing plant in 1994. New equipment was purchased. The new equipment was more efficient and was capable of increasing the capacity. Once DB expanded into the Ukraine (1998), the additional capacity became necessary. The move into the Ukrainian market was very risky because in 1995 and 1996, their government was privatizing a lot of the free market. This did not impact DB. For the Ukrainian market, Oleg Pinchuk was hired to market the beer very aggressively. He was stolen from a major Ukrainian rival. He had instant success because the beer was considered to be richer than the domestic competition. Also, the market was very fragmented which is easier for a newcomer to have instant success. The DB beer in Germany served its markets through a network of independent distributors. The distributors purchased the beer, stored the beer in their refrigerated warehouses and then sold the beer to their customers. Since the Ukrainian market...
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...Executive Summary Deutsche Allgemeinvericherung (DAV) was founded in 1966 and has become the second largest insurance company in Germany and one of the largest in the world. DAV operated about 51 percent of its business in Germany of which 60 percent comprised of retail insurance including, for example, health and property insurance. In addition, the offerings included life insurance and disability income protection. As the second largest firm in Germany, DAV was aware of its prominent position and begun to think carefully about how to maintain that position as smaller insurance companies armed them to attack its primary markets. Managers in other firms attributed DAV’s success to two key factors: sound, traditional insurance management and outstanding customer service. Customer service was becoming an important tool for differentiating one firm from another. Quality in customer service had progressively become a critical element in DAV’s strategy. Therefore, to improve on its quality DAV adopted a new quality improvement initiative called Process Measurement and Improvement (PMV) headed by Annette Kluck. This system was adopted from the manufacturing style of statistical process control (SPC) measurements and Annette’s goal was to use this statistical tool to improve current operations to be more efficient and help to differentiate DAV in the industry and hopefully maintain its prominent position. Immediate Issues SWOT Analysis Strenghts: • Company has a diversified...
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...Mellem billeder og virkelighed Billeder er lige så forskellige som dag og nat, som sol og regn de giver os forskellige indtryk; glade, sørgelige, forargelige, vrede, opløftende indtryk ja mulighederne er ganske enkelt uendelige og selvom de ikke bevæger sig som en film så kan de stadig gøre et stort indtryk på os. Måden man opfatter de forskellige billeder afhænger helt af ens personlighed og smag, præcis ligesom musik, noget musik kan man ganske enkelt lide og andet kan man ikke. Men hvad er billeder egentlig, hvad består de af? Billeder er en del af vores hverdag, vi bruger og støder på dem hele tiden, i avisen, fjernsynet, bøger og inde i vores hoved. De fremkalder forskellige reaktioner hos os, nogle billeder reagerer vi voldsommere på end andre. Fx billedet fra Politikens artikel krænkede mange mennesker da det er et billede af et forkullet lig, hvilket helt naturligt får en masse følelser frem i os, især når det er et billede som viser et medmenneske. For mange virker det helt uvirkeligt og de har derfor svært ved at forholde os til det, da vi i Danmark lever meget beskyttet for den slags, det er ikke noget der hører hverdagen til. Vi lever ikke under de samme kummerlige forhold og bliver ikke udsat for de samme voldsomme syn og kampe som fx mange almindelige civile mennesker gør i Irak. Derfor reagerer mange ofte meget voldsomt på et sådant billede, men som artiklen fra Politiken skriver; er det bedre at skjule sådanne billeder og lade vores børn leve i ”uvished” uden...
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...May 15, 1996 Mr. John Ruhl Vice President - Finance Padgett Paper Products Company Richmond, Virginia Dear John: Thank you for the opportunity last week to review the financial plans you have for Padgett. This letter sets forth our thoughts relating to the need for properly incorporating your bank loan into these plans. Currently, Padgett has $6,853,000 outstanding in short term 90-day notes, and we understand that an additional $1.0 to $1.5 million is likely to be borrowed to support new receivables of your new acquisition. This is in contrast with the circumstance of May 1994 when we financed your previous acquisition, and our loan outstanding increased from $500,000 to $1,850,000. At that time, an anticipated restructuring of the loan was postponed until a clearer definition of longer term corporate cash need could be ascertained. In late 1995, we expressed an interest in discussing with you a restructuring of the then loan outstanding so that legitimately long-term funds could be sourced on a proper long-term basis. Our subsequent conversations and cash flow study were complicated by the anticipated major acquisition and its impact. Enclosed is a copy of our most recent Padgett forecast, the results of which we have jointly reviewed. On balance, our feeling is that the forecast may tend to understate the cash requirement in that it assumes moderate sales growth, the upholding of traditional margins, and tight control over capital expenditures and dividends. The forecast does seem...
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