...FIN 370 Complete Class Click Link Below To Buy: http://hwcampus.com/shop/fin-370-complete-class/ FIN 370 Week 1 Assignment lake of Egypt Marina, Inc. Review the financial statements for Lake of Egypt Marina, Inc. Complete the following problem sets from Chapter 3 in Microsoft® Excel®: • 3-29 Spreading the Financial Statements • 3-30 Calculating Ratios Format your assignment consistent with APA guidelines. • FIN 370 Week 2 STRATEGIC PLANNING The topic is Boeing. Find the company selected for the Week 2 assignment's annual report from SEC.gov or the investor relations section of the company's website. Be careful not to use quarterly reports. Write a 350 word paper in which you describe the relationship between strategic and financial planning. Include the following: • How the initiative affects the organization's financial planning • How the initiative affects costs and revenues of the supply chain. Paper must be in APA style and please include references • • Website resources for Boeing http://finance.yahoo.com/q?. FinStatements_2012_2013_2014_Boeing.docx (591k https://finance.yahoo.com/q/is?+Income+Statement&annual FIN 370 Week 2 financial markets and institutions report In Week 2, the students will explain the difference between organized and unorganized, primary and secondary, and money and capital markets. They will describe the role of the various financial institutions and financial markets in the economy. Create a 1,050-word report...
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...STR 581 WEEK 6 LEARNING TEAM PROJECT SELECTION - NEW IF You Want To Purchase A+ Work Then Click The Link Below , Instant Download http://www.hwspeed.com/STR-581-Week-6-Learning-Team-Project-Selection-NEW-5609666666.htm?categoryId=-1 If You Face Any Problem E- Mail Us At JOHNMATE1122@Gmail.Com Resources: Strategic Plan and Presentation assignment from each team member Review all team members' Week 6 assignments. Discuss each project's strengths and weaknesses. Write an analysis of at least 750 words including the following: • Comparative analysis of the top 2 strategic plans • Selection of one of the strategic plans • Justification for the team's selection Click the Assignment Files tab to submit your assignment. ***************************************************************** STR 581 WEEK 6 INDIVIDUAL STRATEGIC PLAN AND PRESENTATION - NEW IF You Want To Purchase A+ Work Then Click The Link Below , Instant Download http://www.hwspeed.com/STR-581-Week-6-Individual-Strategic-Plan-and-Presentation-NEW-6565095.htm?categoryId=-1 If You Face Any Problem E- Mail Us At JOHNMATE1122@Gmail.Com Resource: Implementation, Strategic Controls, and Contingency Plans assignment with facilitator feedback Complete a strategic plan for your organization of no more than 3,500 words. Update your plan to incorporate facilitator feedback from the drafts you submitted in previous weeks. Include the following: • Table of contents • Executive...
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...fin 370 week 3 team Strategic Initiative Paper Veronica Johnson Melissa Herrera Nick Engelke Carlos Martinez Gary Gilberthorp FIN/370 April 21,2014 Junius Jaubert Strategic Initiative Paper Starbucks Strategic Initiative expanding globally and reaching new customers is the goal of Starbucks Corporation. To produce more revenue as well as excel above the competing international coffee organizations. Starbucks Corporation must not only meet but also continually exceed this goal. Starbucks is known for continuously creating new innovations in the marketplace. The Corporation is also well-known For using various media channels to perpetuate their reputation as the top coffee organization in the world. This strategic initiative will increase these channels of communication to include Facebook, Twitter, television advertisements, and magazine ads. The resultant efforts of this strategic initiative will determine Starbucks future revenue and future direction of the organization. Starbucks has several current strategic initiatives in place to improve the organization’s sales and drive long-term shareholder value. This strategic initiative will further expand current strategic initiatives by including a multi-channel advertising and marketing campaign to increase successfully the transparency of the Corporation. This initiative will enable Starbucks to expand globally and reach new customers to enable one-on-one dialogue while increasing sales both internationally and domestically...
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...Ethics and Compliance Paper Shalom J. Duarte, Chris Campbell, Eric Newhart, & Ron Reda FIN/370 June 18, 2013 James Campbell Ethics and Compliance Paper Strategic planning and financial preparation are vital to ensure the success of big retail corporation such as Lowes. This type of planning happens when a company sets up both long term and short term goals for their strategic marketing and planning to achieve financial success. Strategic initiatives can be created in various areas, such as in the area of new products being rolled out and new departments being created. In particular a strategic plan, determines a company’s long term goals and then identifying the best approach for achieving those goals. From the financial perspective, financial planning initiatives are long-term plans aimed at generating capital with objectives focused on greater return on assets, growth in market share, and at solving foreseeable problems. When Strategic plans are met, such as plans focused on certain products or departments, it helps the overall health of the company’s financial status in different areas such as with the store’s revenue, over head spending control, and maintaining a store’s budget. Both Strategic and financial planning share the same company goals for success and the understanding of where the financing must come from to accomplish these goals. Lowes is a leader in home improvement and is committed to never stopping improvement. Lowes mission is to deliver...
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...Amazon: Strategic Planning FIN/370 January 13, 2014 Christopher Hernandez Strategic Planning Initiative Amazon.com’s strategy is to service consumers, sellers, enterprises, and content creators through a website that provides conveniences, competitive pricing, and product selections (Amazon, 2013). This strategy has help to build Amazon into an online provider that services a domestic and international market. This paper will discuss the strategic planning initiative of Amazon.com, risks associated with the initiative, and how it affects the organization’s financial planning. Consumers and Sellers Amazon’s website allows consumers to purchase products from dozens of categories from Amazon.com and third party sellers. The consumer can make price comparisons from one location (online) instead of searching different big box and other department stores. Amazon strives to offer customers the lowest possible prices for products and low shipping costs through memberships with Amazon Prime. The company continues to improve operating efficiencies so prices can remain low for consumers. “The purchasing experience is easy-to-use, functional, fast and reliable fulfillment, and timely customer service” (Amazon, 2013). Sellers are able to sell products on the Amazon’s website along with their own branded websites while fulfilling the orders through Amazon. Amazon does not keep a record of the transactions, though the seller pays a fixed fee, revenue share fee, per-unit activity...
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...Student Handbook 2012 WELCOME TO WAIKATO Welcome to the University of Waikato. I hope you make the most of your time here and the opportunities that will present themselves during the course of your study. You have come to an excellent university that is ranked top in 10 subjects under the Government’s Performance Based Research Fund. We are also internationally connected; we have research connections and student exchanges with some of the world’s top universities. I urge you to consider taking part in these while you are with us. Here at the University of Waikato, you will be taught by lecturers who are leaders in their fields of research and who win national teaching awards. We are proud of our academic quality and the fact that we turn out sought-after graduates who go on to take up important roles in all parts of the world. You will already have noticed our beautiful campus which is set in 68 hectares of gardens, green space and lakes. At the heart of it all is the new Student Centre, which was completed in 2011. With its accessible areas, Library services and multitude of facilities, it is a place for students to study or just gather together and we are very proud of this building. In 2011 we celebrated 10 years of another important building, the Gallagher Academy of Performing Arts. This world-class facility was the vision of a group of driven Waikato people. It quickly became a focal point in the campus and continues to be an important venue for the performing...
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...percent. In ordinary times, these would be very disappointing results. But 2008 was not an ordinary year. Despite the difficult economic environment, we continued to improve our retail business, through investing in our associates and our stores, rebuilding our supply chain and improving customer service. We also made several strategic decisions to optimize our capital allocation, concentrating our efforts on our core business. In the first quarter, we closed 15 underperforming stores and reduced our pipeline of new stores by 50. In the third quarter, we renegotiated our private label credit card agreement, capping our cost of private label credit. In the fourth quarter, we announced our decision to exit EXPO and related businesses. These actions will make the Company stronger. On the financial side, we ended the year with a solid operating profit and $41 billion in assets. We generated cash from the business of approximately $5.5 billion, which allowed us to invest in the business where necessary and reduce our debt obligations while maintaining a healthy dividend. On the operational side, we implemented an “Aprons on the Floor” initiative, which deployed over $200 million in annualized savings onto the floor of the stores for customer service. Our customer service levels, as measured by our Voice of Customer surveys and other external sources, continue to improve. We launched our “New Lower Price” campaign in the fall and have been very pleased with the customer...
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...ALLIED AMERICAN UNIVERSITY Personalized. Flexible. Dedicated. Online Programs – Individual Support – Open Enrollment – Ease of Transfer Credits UNIVERSITY CATALOG 2013 Seventh Edition 22952 Alcalde Drive, Laguna Hills, CA 92653 Phone: (888) 384-0849 ∼ Fax: (949) 707-2978 7:00 A.M. – 5:00 P.M. (Monday – Friday) Email: info@allied.edu Website: www.allied.edu KEY STAFF AND FACULTY Charlotte Hislop, Ph.D. Candidate, President/CEO Bonny Nickle, Ed.D., Provost Eric Sharkey, M.Ed., Director of Education Bill Luton, Ph.D., Director of Assessment and Dean of Business Carlo Tannoury, Ph.D. Candidate, Dean of Computer Information Systems Patricia Drown, Ph.D., Dean of Criminal Justice and General Studies C.J. Bishop, M.B.A., Institutional Research Frank Vazquez, Operations Director Parrish Nicholls, J.D., Director of Compliance Lindsay Oglesby, Admissions Director Abby Dolan, B.A., Registrar Sasha Heard, M.B.A., Student Services Manager Barbara Jobin, B.S.B.A., Career Center Manager Hugo Aguilar, B.A., Chief Financial Officer Richard Madrigal, B.A., Financial Aid Officer As a prospective student at Allied American University, you are encouraged to review this catalog prior to signing an enrollment agreement. You are also encouraged to review the student performance fact sheet which must be provided to you prior to signing an enrollment agreement. This catalog is not a contract between the student, AAU, or any party or parties. Reasonable effort was made at the time this document...
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...FOCUSED ON THE CUSTOMER MACY’S, INC. • 20 09 ANNUAL REPORT MACY’S Macy’s, established in 1858, is the Great American Department Store – an iconic retailing brand with about 810 stores operating coast-to-coast and online at macys.com. Macy’s offers powerful assortments and the best brands, tailored to each and every customer with obvious value, engaging service and unforgettable moments. MACY’S, INC. IS ONE OF THE NATION’S PREMIER RETAILERS, WITH FISCAL 2009 SALES OF $23.5 BILLION. THE COMPANY OPERATES THE MACY’S AND BLOOMINGDALE’S BRANDS, WITH ABOUT 850 DEPARTMENT STORES IN 45 STATES, THE DISTRICT OF COLUMBIA, GUAM AND PUERTO RICO AND THE MACYS.COM AND BLOOMINGDALES.COM ONLINE SITES. Celebrating the Magic of Macy’s Clearly, Macy’s is distinctly different from other major retailers. Macy’s embraces customers and provides an experience that transcends ordinary shopping. Our heritage includes magical special events – the Macy’s Thanksgiving Day Parade, Fourth of July Fireworks, flower shows, fashion extravaganzas, celebrity appearances, cooking demonstrations and holiday traditions ranging from the arrival of Santa Claus to tree lightings and animated window displays. But beyond these signature events, Macy’s delivers magical moments every day with our merchandise, a great deal of which is sold exclusively through our stores, as well as our shopping environment and service. You’ll see our newest looks in fashion magazines. Our associates take the extra step to...
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...Exploring Excellence PGDM (GM) (GMP 2013–14) AN AICTE APPROVED FLAGSHIP FULL-TIME MBA PROGRAM FOR EXPERIENCED PROFESSIONALS E-brochure http://www.placementkloud.com/xlrigmp 01 02 03 04 05 06 08 10 12 14 16 MESSAGE FROM THE DIRECTOR Learning and growth are vital for a healthy environment in organizations. We at XLRI have structured our programmes in such a manner as to equip the future managers of tomorrow with learning, competencies and skills that can significantly contribute to the growth of the organization. XLRI has always been proudly associated with academic excellence, personal values and social concern. It has been the crucible of leadership training for over 60 years and its banner is held high by a fine breed of alumni who serve as “change agents” thereby adding a new dimension to their corporate role. This integral and value based formation will greatly assist our students to be innovative, competent and creative leaders. They are groomed in a manner as to serve as agents of continuous improvement and change. It was in 1997 that XLRI recognized an unfulfilled need for formal management training at middle and senior levels of corporate strata. The result of that thought process was the General Management Programme, which has ever since, transformed several industry professionals into veritable leaders who reflect the standards and values of XLRI at various organizations. Recognized by AICTE, the programme places emphasis on stringent admission procedures...
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...The fourteenth edition of Purchasing and Supply Management focuses on decision making throughout the supply chain. Based on the conviction that supply managers, in concert with suppliers and distributors, have to contribute to organizational goals and strategies, this edition continues to focus on how to make that mission a reality. Fourteenth Edition Highlights of the Fourteenth Edition: More than 40 real-life supply chain cases afford the opportunity to apply of the acquisition process. Criteria for supply decisions have been organized into three categories: (1) strategic, (2) operational, and (3) additional. In this third category, new factors such as balance sheet and income statement considerations, dimensions of risk, and environmental and social considerations are considered. Visit the text’s Online Learning Center at www.mhhe.com/Johnson14e Michiel R. Leenders, D.B.A., PMAC Fellow Professor of Purchasing Management Emeritus Richard Ivey School of Business The University of Western Ontario Anna E. Flynn, Ph.D., C.P.M. Formerly Clinical Associate Professor Supply Chain Management Thunderbird School of Global Management Formerly Associate Professor Institute for Supply Management TM Johnson Leenders Flynn Purchasing and Supply Management Johnson Leenders Flynn MD DALIM #1093963 06/05/10 BLUE GREEN P. Fraser Johnson, Ph.D. Leenders Purchasing Management Association of Canada Chair Associate Professor, Operations Management ...
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...The fourteenth edition of Purchasing and Supply Management focuses on decision making throughout the supply chain. Based on the conviction that supply managers, in concert with suppliers and distributors, have to contribute to organizational goals and strategies, this edition continues to focus on how to make that mission a reality. Fourteenth Edition Highlights of the Fourteenth Edition: More than 40 real-life supply chain cases afford the opportunity to apply of the acquisition process. Criteria for supply decisions have been organized into three categories: (1) strategic, (2) operational, and (3) additional. In this third category, new factors such as balance sheet and income statement considerations, dimensions of risk, and environmental and social considerations are considered. Visit the text’s Online Learning Center at www.mhhe.com/Johnson14e Michiel R. Leenders, D.B.A., PMAC Fellow Professor of Purchasing Management Emeritus Richard Ivey School of Business The University of Western Ontario Anna E. Flynn, Ph.D., C.P.M. Formerly Clinical Associate Professor Supply Chain Management Thunderbird School of Global Management Formerly Associate Professor Institute for Supply Management TM Johnson Leenders Flynn Purchasing and Supply Management Johnson Leenders Flynn MD DALIM #1093963 06/05/10 BLUE GREEN P. Fraser Johnson, Ph.D. Leenders Purchasing Management Association of Canada Chair Associate Professor, Operations Management ...
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...77 Other Businesses Strategy 86 Global Operations 94 Research and Development 99 Employees105 Sustainability111 G R O U P M A N A G E M E N T R E P O R T: This report contains the Group Management Report of the adidas Group, comprising adidas AG and its consolidated subsidiaries, and the Management Report of adidas AG. 1 Group Management Report – Our Group adidas Group Worldwide / 02.1 / adidas Group Worldwide Percentage of Group sales 26 23 Western Europe North America 8 3 1 4 2 13 6 12 Greater China 7 10 European Emerging Markets 5 9 20 13 66 11 15 Latin America Other Asian Markets 1 adidas North America, Portland/Oregon, USA 6 adidas International Trading, Amsterdam, Netherlands 2 TaylorMade-adidas Golf Headquarters, Carlsbad/California, USA 7 adidas Group Headquarters, Herzogenaurach, Germany 3 Reebok-CCM Hockey Headquarters, Montreal/Quebec, Canada 8 adidas Group Russia, Moscow, Russia 9 4 Reebok International Headquarters, The Rockport Company Headquarters, Canton/Massachusetts, USA adidas Global Sourcing, Hong Kong, China 10 adidas Group China, Shanghai, China 11 adidas Group Japan, Tokyo, Japan 5 adidas Group Latin America, Panama City, Panama adidas Group / 2013 Annual Report 11 2 Group Management Report – Our Group Major Sporting...
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...The Role of the Militia in Today’s Canadian Forces Jack English | September 2011 Strategic Studies Working Group Papers The Role of the Militia in Today’s Canadian Forces ABOUT THE AUTHOR Lt. Col.-Dr. John A. English retired from the Canadian army in 1993 with 37 years service in the King’s Own Calgary Regiment, the Queen’s Own Rifles, and Princess Patricia’s Canadian Light Infantry. Educated at Royal Roads and the Royal Military College, he went on leave without pay to attain an MA in history from Duke University in 1964. He graduated from Canadian Forces Staff College in 1972, attained an MA in war studies from RMC in 1980, and a Ph.D. from Queen’s University in 1989. During his career he served as a NATO war plans officer, Chief of Tactics of the Combat Training Centre, instructor at the Canadian Land Forces Command and Staff College, and curriculum director of the National Defence College. He is the author of A Perspective on Infantry republished in paperback as On Infantry (Praeger, 1984), The Canadian Army and the Normandy Campaign: A Study of Failure in High Command (Praeger, 1991), Marching through Chaos: The Descent of Armies in Theory and Practice (Praeger, 1996), Lament for an Army: The Decline of Canadian Military Professionalism (Irwin, 1998), Patton’s Peers: The Forgotten Allied Field Army Commanders of the Western Front 1944-45 (Stackpole, 2009), and Surrender Invites Death: Fighting the Waffen SS in Normandy (Stackpole, 2011). He is also co-author of...
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...accomplishment on a base of fewer stores. We saw sequential improvement in our performance during the year and exited the year with a positive comp in the fourth quarter. We also saw signs of stabilization in some key macroeconomic indicators, such as Private Fixed Residential Investment as a percent of GDP. In Canada, the demand for home improvement products is showing improvement. And our Mexican team delivered positive comps for the year in a very tough economic environment. As we look to 2010, we believe we will see modest economic recovery in the markets we serve and expect our performance to continue to improve as the economy undergoes a steady, though slow, recovery. As a company, we made significant progress against our strategic imperatives in 2009. We enhanced customer service in our stores, introduced new and innovative products with compelling values, and drove productivity and efficiency. Our customer service levels, as measured by our Voice of the Customer surveys and other external sources, continue to improve. A key factor in this improvement was the launch of a new customer service program called “Customers FIRST.” All associates in the company, from our stores to our store support center, were trained in Customers FIRST in...
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