...Restoration Hardware is a retailer of furniture, hardware, and home accessories such as bathroom fixtures and decorative furnishings. The company is based in California; it started operations in 1979 and incorporated in 1987. The company sells through multiple channels: a network of 103 retail stores and six outlet stores across the United States and Canada, a print mail-order catalog, and its Web site. Restoration Hardware is a major player in an industry that includes competitors such as Pottery Barn, Pier 1, and Williams Sonoma. Restoration employs 3,800 workers, 1,600 of those full-time. Restoration's business strategy puts the company in a unique sector of the marketplace. Restoration focused from the start on merchandise that honors classic America. The company's original furniture and fixtures were designed to match the d'cor and form of older houses. Today, when you walk into a Restoration Hardware store, the merchandise clearly evokes images of the past. Many products, such as portable record players or wooden toys, are intent on inspiring feelings of tradition, if not nostalgia, in older generations of customers. The younger generations may recognize these products from reruns of old television shows and movies set in the times of their parents and grandparents. Many of these products are difficult to find elsewhere and they are very appealing. Up front, the company knows what it wants to do and has maintained a consistent vision. According to Ed Weller, an analyst...
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...Kudler Fine Foods – Frequent Shopper Program: Phase 1 & 2 Jamie Littlejohn, Eric Haltom, Jason Rianda, John Martinez, and Rhonda Mortensen University of Phoenix BSA/375 Blair Smith August 24, 2009 Kudler Fine Foods – Frequent Shopper Program: Phase 1 & 2 Statement of Scope- Eric Kudler Fine Foods wants to incorporate a new frequent buyer program for its loyal shoppers. Frequent buyer programs have been called rewards programs, loyalty programs, and a variety of other names. Frequent shopper programs are among the earliest efforts to retain an organization's best customers, and most are based on financial incentives (Zikmund, McLeod, Jr., & Gilbert, 2002, p. 84). This incentive program would be a rewards program that would contain such prizes as high-end gift items. “The Food Marketing Institute reports that 76 percent of all large grocery retailers offer a frequent-shopper program” (Kerin, Hartley, Berkowitz, & Rudelius 2006, p. 517). For this reason Kudler is going to implement its own reward program but in its own way. Rather than providing customers with discounts customers will accumulate points. The customer can then purchase rewards from the program with the point he or she had acquired. This incentive program would have to contain a type of tracking device to maintain customer information and purchases. To develop this program a database, application and printed materials need to be designed. The scope of this project...
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...CONTENTS INTRODUCTION 2 ISSUES 3 QUESTION and ANSWER 4 RECOMMENDATION 8 CONCLUSION 10 BIBLIOGRAPHY 11 INTRODUCTION Biovail Corporation was one of the Canada’s largest pharmaceutical publicly traded companies which expert in the development and large scale of manufacturing of pharmaceutical products. Biovail Company engaged activities on enhance formulate of the existing drugs, clinical testing, manufacture and commercial pharmaceutical products and utilized advanced drug delivery technologies. This company had listed on the Toronto and New York Stock Exchange (NYSE). In the case, on September 30, 2003 there was a truck carrying a shipment of Wellbutrin® XL from Biovail’s manufacturing facility in Manitabo to Biovail’s Distributor, North Carolina was involved in a multi-vehicle traffic accident near Chicago. The company announced that the loss of the quarterly earnings which target by $260 million is because of the truck accident happened that contributed a significant unfavourable variance where the company estimated that revenue of the truck that involved in accident was in the range of $10 million to $20 million. There are several issues that addressed in this case which included accounting policy based on the revenue recognition; how Biovail Corporation should account the sales based on two different “Freight On Board” (FOB) point which are FOB Shipping point and FOB Destination point, and ethic of earning management where Biovail is suspected might significantly...
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...Running head: DOD COSTS OF NOT PREPARING FOR NEXTGEN 1 The potential costs to the DoD of not preparing for the NextGen NAS overhaul: lessons learned from RVSM Casey Richardson Embry Riddle Aeronautical University Author Note The author, Casey Richardson, is a US Air Force Major and F16 test pilot at Edwards Air Force Base, California. He has more than 2000 flight hours in high performance aircraft including the T-38A/C, F-15E, and various models of the F-16. He is a graduate of USAF Test Pilot School and post-graduate student at Embry-Riddle Aeronautical University. DOD COSTS OF NOT PREPARING FOR NEXTGEN Abstract In order to facilitate a significant overhaul of the civilian National Airspace System (NAS), the Federal Aviation Administration (FAA) has partnered with many federal agencies, such as the departments of Transportation (DOT), Defense (DoD), Homeland Security (DHS), 2 and Commerce (DOC) and the National Aeronautics & Space Administration (NASA) through a consolidated Joint Planning and Development Office (JPDO) that was established by Congress in 2003 in the VISION 100 – Century of Aviation Reauthorization Act (JPDO, 2012). The JPDO has proposed replacing the old NAS structure of primarily ground-based navigation with robust satellite-enabled air traffic procedures and to supplement ground-based air traffic controller workload with advanced datalink and trajectory-based operations algorithms for de-conflicting aircraft on the ground and in the air....
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...Tesla Company Marketing Program Group: Name: Institutional Affiliation: Table of Content Contents EXECUTIVE SUMMARY 2 TESLA COMPANY OVERVIEW 3 TESLA COMPANY STRATEGIC FOCUS AND PLAN 11 SITUATIONAL ANALYSIS OF TESLA COMPANY 12 SWOT Analysis Of Tesla Company (Strengths, Weaknesses, Opportunites and Threats) 12 TESLA COMPANY MARKETING PLAN 21 FINANCIAL ANALYSIS OF TESLA COMPANY 22 TESLA FIRM FINANCIAL PROJECTIONS AND FIVE FORCES ANALYSIS 24 PRODUCT 30 PRICING STRATEGIES AND APPROCAHES 30 PROMOTION STRATEGIES 31 PLACE AND DISTRIBUTION STRATEGIES 33 ORGANIZATION 34 IMPLEMENATION PLAN 34 EVALUATION 36 RECOMMENDATIONS AND CONCLUSION 37 APPENDIX 44 Tesla Company Marketing Program EXECUTIVE SUMMARY This paper will mainly focus on the analysis and investigation of Tesla’s firm overall marketing strategy and program. According to a number of research based studies and reports, it is clear and evident that Tesla Motors firm is an American company that mainly designs, manufactures, and sells electric cars and electric vehicle powertrain components in various regions globally. Tesla Motors is a public company that trades on the NASDAQ stock exchange under the symbol TSLA. Furthermore, Tesla’s stock has risen substantially in recent times according to a number of research based studies and reports. It is clear and evident that in 2014 TSLA stock climbed to about seventy percent. Tesla Motors, Inc. was founded in Silicon Valley, California...
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...ERP Implementation Life Cycle An ERP implementation life cycle refers to the distinct stages in which an organization carries out an ERP implementation. Typically, we advise mid-market manufactures to move through the following seven stages: * Pre-Implementation * Project Planning * Product Education * Design Configuration * Development and Test * Go-Live * Post-Implementation The concept of an ERP implementation life cycle is on the minds of many mid-market manufacturers as this calendar year comes to an end. Many process and discrete manufacturers are heading into active ERP projects in the New Year, and considering what it means to enter into the various phases of an ERP implementation. The Start of the ERP Implementation Life Cycle is Pre-Implementation While it’s tempting to gloss over the preparatory activities that should take place in the “pre-implementation” phase, our team advises manufacturers to take special care in this first phase of ERP implementation life cycle. Tasks that are part of pre-implementation form a solid foundation for the ERP project. We advise that manufacturing companies carefully manage this phase, because success at this early stage increases the likelihood of success at “go-live.” Typical best practices take place in the following areas: * Vendor Due Diligence - These are tasks found at the end of the technology evaluation cycle, involving vendor due diligence, site visits, ERP vendor customer references...
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...AFRICAN DEVELOPMENT BANK AFRICAN DEVELOPMENT FUND ARAB REPUBLIC OF EGYPT UPGRADING OF INDUSTRIAL SECONDARY SCHOOL PROJECT PROJECT COMPLETION REPORT COUNTRY DEPARTMENT NORTH REGION FEBRUARY 2001 TABLE OF CONTENTS Page TABLE OF CONTENTS, ABBREVIATIONS AND ACRONYMS, EXECUTIVE SUMMARY, CONCLUSIONS AND RECOMMENDATIONS (i-vi) 1. 2. INTRODUCTION PROJECT OBJECTIVE AND FORMULATION 2.1 2.2 2.3 Sector Goal Project Objectives Project Description 1 1 1 1 1 3 3 3 5 5 6 7 7 8 9 9 9 9 9 10 10 10 10 11 3. PROJECT EXECUTION 3.1 3.2 3.3 3.4 3.5 Modifications Implementation Schedule Reporting Procurement Financial Sources and Disbursement 4. PROJECT PERFORMANCE 4.1 4.2 4.3 4.4 Overall Assessment Institutional Performance Operational performance Performance of Consultants and Suppliers 5. SOCIAL AND ENVIRRONMENTAL IMPACT OF THE PROJECT 5.1 5.2 5.3 Social Impact The Impact on Women Environmental Impact 6. 7. PROJECT SUSTAINABILITY PERFORMANCE OF THE BANK AND THE BORROWER 7.1 7.2 Performance of the Bank Performance of the Borrower 8 CONCLUSIONS, LESSONS LEARNT AND RECOMMENDATIONS 14 8.1 8.2 8.3 Conclusions Lessons Learnt Recommendations 14 14 15 ____________________________________________________________________________ MR. T.P. SEYA (Chief Education Expert) and MR. SURESH MUNBODT, UNESCO Consultant, following their mission to Egypt in April 2000 prepared this project completion report. Enquiries should be addressed to Mr. Bisi OGUNJOBI, Director, OCDN (Ext. 4040) and Ms. Z...
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...day to day issues such as not enough patrons to come out to the event which will result in poor participation within the vent itself. We can also have food vendor issues involving food contamination or not enough products to sell to our consumers. The vendors might have personal restaurant issues with “no shows”. Patron issues could be, but hopefully not, related to food poisoning or sicknesses. [ (Rozelle, 2009) ] What forces in the microenvironment need to be considered? Supply vs. Demand: the fact of possibly running out of food and having too many people or not having enough people to support the supply. We may come across problems with the hired workers for the event being no shows or call offs. Power issues with the building services could also come into play. The event will be held in Chicago and because of this; there...
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...P RO D U K T I O N This article was originally printed in The International Journal of Logistics volume 14, number 2, copyright 2003. Distributed by Emerald. Reprinted with permission. The manufacturing flow management process Manufacturing flow management is the supply chain management process that includes all activities necessary to move products through the plants and to obtain, implement, and manage manufacturing flexibility in the supply chain. Manufacturing flexibility reflects the ability to make a variety of products in a timely manner at the lowest possible cost. To achieve the desired level of manufacturing flexibility, planning and execution must extend beyond the four walls of the manufacturer. By Thomas J. Goldsby, assistant professor of Marketing and Logistics, The Ohio State University and Sebastian J. Garci’a-Dastugue, director of Research, Institute de Estudios para la Excelenda Competitiva goods sold, in 2002. The proportion of cost of goods sold outsourced in this industry is expected to increase to 42% by 2005.5 In large part, outsourced manufacturing is growing as a result of the need for manufacturing flexibility.6 Manufacturing flexibility enables greater responsiveness to changes in customers’ product preferences and quantities demanded.7 Determining the right degree of flexibility is important to virtually any company involved in the supply, production, distribution or sales of goods, and is at the center of the manufacturing flow management...
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...This article was downloaded by: [Library Services City University London] On: 26 July 2013, At: 08:32 Publisher: Routledge Informa Ltd Registered in England and Wales Registered Number: 1072954 Registered office: Mortimer House, 37-41 Mortimer Street, London W1T 3JH, UK Accounting and Business Research Publication details, including instructions for authors and subscription information: http://www.tandfonline.com/loi/rabr20 International Financial Reporting Standards (IFRS): pros and cons for investors Ray Ball a a University of Chicago Published online: 28 Feb 2012. To cite this article: Ray Ball (2006) International Financial Reporting Standards (IFRS): pros and cons for investors, Accounting and Business Research, 36:sup1, 5-27, DOI: 10.1080/00014788.2006.9730040 To link to this article: http://dx.doi.org/10.1080/00014788.2006.9730040 PLEASE SCROLL DOWN FOR ARTICLE Taylor & Francis makes every effort to ensure the accuracy of all the information (the “Content”) contained in the publications on our platform. However, Taylor & Francis, our agents, and our licensors make no representations or warranties whatsoever as to the accuracy, completeness, or suitability for any purpose of the Content. Any opinions and views expressed in this publication are the opinions and views of the authors, and are not the views of or endorsed by Taylor & Francis. The accuracy of the Content should not be relied upon and should be independently verified with primary sources of information...
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...International Financial Reporting Standards (IFRS): Pros and Cons for Investors by Ray Ball* Sidney Davidson Professor of Accounting Graduate School of Business University of Chicago 5807 S. Woodlawn Ave Chicago, IL 60637 Tel. (773) 834 5941 ray.ball@gsb.uchicago.edu Acknowledgments This paper is based on the PD Leake Lecture delivered on 8 September 2005 at the Institute of Chartered Accountants in England and Wales, which can be accessed at http://www.icaew.co.uk/cbp/index.cfm. It draws extensively on the framework in Ball (1995) and benefited from comments by Steve Zeff. Financial support from the PD Leake Trust and the Graduate School of Business at the University of Chicago is gratefully acknowledged. 1 Abstract Accounting in shaped by economic and political forces. It follows that increased worldwide integration of both markets and politics (driven by reductions in communications and information processing costs) makes increased integration of financial reporting standards and practice almost inevitable. But most market and political forces will remain local for the foreseeable future, so it is unclear how much convergence in actual financial reporting practice will (or should) occur. Furthermore, there is little settled theory or evidence on which to build an assessment of the advantages and disadvantages of uniform accounting rules within a country, let alone internationally. The pros and cons of IFRS therefore are somewhat conjectural, the unbridled enthusiasm...
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...Consolidated Reader-Friendly Edition of the Treaty on European Union (TEU) and the Treaty on the Functioning of the European Union (TFEU) as amended by the Treaty of Lisbon (2007) 2008 1 THE LISBON TREATY The Readable Version Editor: Jens-Peter Bonde © IND/DEM Group in the European Parliament email: jp@bonde.dk Cover: Henry Abela Publisher: Foundation for EU Democracy Printed at Notat Grafisk, Denmark - 2008 ISBN: 87-87692-72-4 EAN: 978-87-87692-72-4 2 Introduction The Treaty of Lisbon changed name from the "Reform Treaty" when it was amended and signed in Lisbon, Portugal, by the prime ministers and foreign ministers of the 27 EU Member States on 13 December 2007. The treaty retains most of the content of the proposed EU Constitution which was rejected in the French and Dutch referendums on 29 May and 1 June 2005, respectively. The Lisbon Treaty amends the Treaty on European Union (TEU) and the Treaty establishing the European Community (TEC), which is renamed "Treaty on the Functioning of the European Union" (TFEU). Following the parliamentary ratification of the Lisbon Treaty by all Member States by the end of 2008, it is aimed to have the Treaty come into force on 1 January 2009. Whereas the EU Constitution was to be subjected to a referendum in ten Member States, only Ireland is holding a referendum on the Lisbon Treaty. This is a consolidated version of the Treaty of Lisbon, including all articles in the TEU and the TFEU as amended by the Treaty...
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