...2010 annual report RXU stakeholder philosophy Our “bottom line” ultimately depends on our ability to satisfy all of our stakeholders. Our goal is to balance the needs and desires of our customers, Team Members, shareholders, suppliers, communities and the environment while creating value for all. By growing the collective pie, we create larger slices for all of our stakeholders. Our core values reflect this sense of collective fate and are the soul of our company. RXU core values VHOOLQJ the highest quality natural and organic products available VDWLVI\LQJ and delighting our customers VXSSRUWLQJ Team Member happiness and excellence FUHDWLQJ wealth through profits and growth FDULQJ about our communities and our environment FUHDWLQJ ongoing win-win partnerships with our suppliers SURPRWLQJ the health of our stakeholders through healthy eating education OHWWHU WR stakeholders Dear Fellow Stakeholders: In 2010, we successfully emerged from the most challenging year in our company’s history to produce strong results for all of our stakeholders. Building on the strategic decisions we made during the recession, we capitalized on the improving economy and the increasing confidence of consumers, quickly gaining back customers at a much faster rate than our competitors. We continued to strike the right balance between driving sales, improving our value image, and maintaining gross margin. For the fiscal year, we produced a 12% increase in sales to $9.0 billion driven by 7%...
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...| | |INDEX TABLE | | | | | |SL.NO |CONTENTS |PAGE NO. | | | | | |1 |PART – I |2 TO 6 | | | | | | |EXECUTIVE SUMMARY | | | | | | |2 |PART – II |7 TO 14 | | | ...
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...Business Performance Measurement At the Crossroads of Strategy, Decision-Making, Learning and Information Visualization February 2003 Vince Kellen CIO & Faculty,School of CTI DePaul University Chicago, IL U.S.A. http://www.depaul.edu Abstract Business Performance Measurement (BPM) systems have grown in use and popularity over the past twenty years. Firms adopt BPM systems for a variety of reasons, but chiefly to improve control over the firm in ways that traditional accounting systems have not allowed. Several approaches, or frameworks, for building and managing BPM systems have evolved with the balanced scorecard as the dominant framework in use today. Despite the growing use of BPM systems in organizations of all kinds, significant problems cause firms to experience difficulty in implementing BPM systems. The problems range across a variety of topics: excessive diversity in the field of study, data quality and information system integration problems, lack of linkage to strategy, fundamental differences in how a strategy is formulated and executed in the firm, ill-defined metrics identification processes, high levels of change in BPM systems, analytical skills challenges, knowledge as a social and non-deterministic phenomenon, judgment and decision biases (from prospect theory literature) and organizational defenses that can undermine successful BPM systems use. To help address these problems, a set of critical...
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...This page intentionally left blank Business Performance Measurement Drawing together contributions from leading thinkers around the world, this book reviews recent developments in the theory and practice of performance measurement and management. Significantly updated and modified from the first edition, the book includes ten new chapters that provide a comprehensive review of performance measurement from the perspectives of accounting, marketing, operations, public services and supply chain management. In addition to these functional analyses the book explores performance measurement frameworks and methodologies, practicalities and challenges, and enduring questions and issues. Edited by one of the world’s leading experts on performance measurement and management, Business Performance Measurement will be of interest to graduate students, managers and researchers who wish to understand more about the latest developments in this rapidly changing field. Andy Neely is Deputy Director of the ESRC/EPSRC AIM Research initiative, Professor of Operations Strategy and Performance at Cranfield School of Management, and Visiting Professor of Operations Management at London Business School. Business Performance Measurement Unifying theories and integrating practice Second edition Edited by Andy Neely CAMBRIDGE UNIVERSITY PRESS Cambridge, New York, Melbourne, Madrid, Cape Town, Singapore, São Paulo Cambridge University Press The Edinburgh Building, Cambridge...
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...UNITED STATES SECURITIES AND EXCHANGE COMMISSION WASHINGTON, D.C. 20549 FORM 10-K ANNUAL REPORT PURSUANT TO SECTION 13 OR 15(D) OF THE SECURITIES EXCHANGE ACT OF 1934 FOR THE FISCAL YEAR ENDED SEPTEMBER 25, 2011 COMMISSION FILE NUMBER: 0-19797 WHOLE FOODS MARKET, INC. (Exact name of registrant as specified in its charter) Texas (State of incorporation) 74-1989366 (IRS Employer Identification No.) 550 Bowie Street Austin, Texas 78703 (Address of principal executive offices) Registrant’s telephone number, including area code: 512-477-4455 Securities registered pursuant to section 12(b) of the Act: Common Stock, no par value Indicate by check mark if the registrant is a well-known seasoned issuer, as defined in Rule 405 of the Securities Act. Yes þ No ¨ Indicate by check mark if the registrant is not required to file reports pursuant to Section 13 or Section 15(d) of the Act. Yes ¨ No þ Indicate by check mark whether the registrant (1) has filed all reports required to be filed by Section 13 or 15(d) of the Securities Exchange Act of 1934 during the preceding 12 months (or for such shorter period that the registrant was required to file such reports), and (2) has been subject to such filing requirements for the past 90 days. Yes þ No ¨ Indicate by check mark whether the registrant has submitted electronically and posted on its corporate Web site, if any, every Interactive Data File required to be submitted and posted pursuant to Rule 405 of Regulation S-T during...
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...Handbook of Management Accounting Research Volume 3 Edited by CHRISTOPHER S. CHAPMAN Imperial College London, UK ANTHONY G. HOPWOOD University of Oxford, UK MICHAEL D. SHIELDS Michigan State University, USA AMSTERDAM – BOSTON – HEIDELBERG – LONDON – NEW YORK – OXFORD PARIS – SAN DIEGO – SAN FRANCISCO – SINGAPORE – SYDNEY – TOKYO Elsevier The Boulevard, Langford Lane, Kidlington, Oxford OX5 1GB, UK First edition 2009 Copyright © 2009 Elsevier Ltd. All rights reserved No part of this publication may be reproduced, stored in a retrieval system or transmitted in any form or by any means electronic, mechanical, photocopying, recording or otherwise without the prior written permission of the publisher Permissions may be sought directly from Elsevier’s Science & Technology Rights Department in Oxford, UK: phone ( 44) (0) 1865 843830; fax ( 44) (0) 1865 853333; email: permissions@elsevier.com. Alternatively visit the Science and Technology Books website at www.elsevierdirect.com/rights for further information Notice No responsibility is assumed by the publisher for any injury and/or damage to persons or property as a matter of products liability, negligence or otherwise, or from any use or operation of any methods, products, instructions or ideas contained in the material herein. British Library Cataloguing in Publication Data A catalogue record for this book is available from the British Library Library of Congress Cataloging-in-Publication Data A catalog record for...
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...Strategy and the Master udget After studying this chapter, you should be able to ... LO 10-1 Describe the role of budgets in the overall management process LO 10-2 Discuss the importance of strategy and its role in the master budgeting process LO 10-3 Outline the budgeting process LO 10-4 Prepare a master budget and explain the interrelationships among its supporting schedules LO 10-5 Deal with uncertainty in the budgeting process LO 10-6 Identify unique characteristics of budgeting for service companies LO 10-7 Understand alternative approaches to budgeting (viz., zero-base, activity-based, time-driven activity-based, and kaizen budgeting} LO 10-8 Discuss various behavioral considerations in budgeting If you don't know where you're going, you'll end up somewhere else. A Yogi Berra Johnson & Johnson (J&J), one of the largest manufacturers of health care products in the world, started (in 1887) as a small manufacturer of health and well-being-related products. Today, it has more than 118,000 employees and more than 250 operating companies in 60 countries. J&J sells its products in more than 175 countries. Surveys conducted over the years by Business Week, Forbes, Fortune, and other business journals repeatedly rank J&J as one of the most innovative and well-managed firms in the world. How does J&J do it? It relies on a comprehensive formal planning, budgeting, and control system in formulating and implementing strategy, coordinating and monitoring operations...
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...EFInA: EVALUATION OF AGENT BANKING MODELS IN DIFFERENT COUNTRIES Oxford Policy Management Ltd October 2011 Evaluation of Agent Banking Models in different countries ii Oxford Policy Management Evaluation of Agent Banking Models in different countries Table of contents Table of contents Abbreviations Executive summary Agent banking regulation and impact Permissible agent activities Volume and value of different types of activities Introduction 1 1.1 Analysis of agent banking regulations Colombia 1.1.1 Background & implementation of regulations 1.1.2 Definition of agent, approval by the regulator & types of entities that can be agents 1.1.3 Rules governing exclusivity/non-exclusivity of agents 1.1.4 Permissible activities 1.1.5 Roles and responsibilities & minimum standards 1.1.6 Typical remuneration structure Brazil 1.2.1 1.2.2 1.2.3 1.2.4 1.2.5 1.2.6 Peru 1.3.1 1.3.2 1.3.3 1.3.4 1.3.5 1.3.6 Kenya 1.4.1 1.4.2 1.4.3 1.4.4 1.4.5 1.4.6 India 1.5.1 i iv vi viii x xi 1 3 3 3 4 4 4 5 6 1.2 6 Background & implementation of regulations 6 Definition of agent, approval by the regulator & types of entities that can be agents 7 Rules governing exclusivity/non-exclusivity of agents 7 Permissible activities 8 Roles and responsibilities & minimum standards 8 Typical remuneration structure 9 9 Background & implementation of regulations 9 Definition of agent, approval by the regulator & types of entities that can be agents10 Rules governing exclusivity/non-exclusivity of agents 10 Permissible...
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...Financial Highlights (In millions, except for per share amounts) Year-end 2011 2010 % B/(W) change Company sales Franchise and license fees and income Total revenues Operating Profit Net Income – Yum! Brands, Inc. Diluted Earnings Per Common Share before Special Items Special Items Earnings Per Common Share (a) (a) $ 10,893 1,733 $ 12,626 $ $ $ $ $ 1,815 1,319 2.87 (0.13) 2.74 2,170 $ 9,783 1,560 11 11 11 3 14 14 NM 15 10 $ 11,343 $ $ $ $ $ 1,769 1,158 2.53 (0.15) 2.38 1,968 Reported Diluted Earnings Per Common Share Cash Flows Provided by Operating Activities (a) See page 23 of our 2011 Form 10-K for further discussion of Special Items. Contents Dear Partners..................................................................................... 1 China and A Whole Lot More .......................................................2–5 Improving US Brand Positions .................................................... 6-7 Core Strategies ...................................................................................... 8 Business Model...................................................................................... 9 Taking People With You ..................................................................... 10 ABOUT THE PAPER USED FOR THIS REPORT The inks used in the printing of this report contain an average of 25% - 35% vegetable oils from plant derivatives, a renewable resource. They replace petroleum based inks as an effort to also reduce...
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...“WHAT IS THE RELATIONSHIP BETWEEN DIVERSIFICATION AND PERFORMANCE, PARTICULARLY IN EMERGING ECONOMIES? WHAT ARE THE FACTORS WHICH ARE RELEVANT FOR SETTING THE CONTENTS OF THAT RELATIONSHIP?” By João de Almeida Frazão Caro de Sousa Master Thesis Submitted to ESADE Business School in fulfilment of the requirements for the Degree of Master of Science in International Management ESADE Business School May 2012 Master of Science in International Management – ESADE Business School i Master of Science in International Management – ESADE Business School Table of Contents Introduction ..................................................................................................................................... 1 Theoretical Background 1. Diversification ......................................................................................................................... 5 1.1 General Observations ........................................................................................................ 6 1.2 Different types of diversification strategies....................................................................... 7 1.3 The costs and benefits of diversification ........................................................................... 8 1.4 Diversification Trends ....................................................................................................... 9 A. The Lack of Significant Relationship ................................
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...Top-Down Network Design Third Edition Priscilla Oppenheimer Priscilla Oppenheimer Cisco Press 800 East 96th Street Indianapolis, IN 46240 ii Top-Down Network Design Top-Down Network Design, Third Edition Priscilla Oppenheimer Copyright© 2011 Cisco Systems, Inc. Published by: Cisco Press 800 East 96th Street Indianapolis, IN 46240 USA All rights reserved. No part of this book may be reproduced or transmitted in any form or by any means, electronic or mechanical, including photocopying, recording, or by any information storage and retrieval system, without written permission from the publisher, except for the inclusion of brief quotations in a review. Printed in the United States of America First Printing August 2010 Library of Congress Cataloging-in-Publication data is on file. ISBN-13: 978-1-58720-283-4 ISBN-10: 1-58720-283-2 Warning and Disclaimer This book is designed to provide information about top-down network design. Every effort has been made to make this book as complete and as accurate as possible, but no warranty or fitness is implied. The information is provided on an “as is” basis. The author, Cisco Press, and Cisco Systems, Inc. shall have neither liability nor responsibility to any person or entity with respect to any loss or damages arising from the information contained in this book or from the use of the discs or programs that may accompany it. The opinions expressed in this book belong to the author and are not necessarily those of Cisco...
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...The Role and Measurement of Quality in Competition Analysis 2013 The OECD Competition Committee discussed the role and measurement of quality in competition analysis in June 2013. This document contains an executive summary of that debate and the documents from the meeting: an analytical note by the OECD staff and written submissions: Australia, Canada, Chile, the European Union, Indonesia, Japan, Mexico, Portugal, United Kingdom, Ukraine, United States and BIAC. A note by Theodore Voorhees Jr. as well as a detailed summary of the discussion are also included. Competition policy is just as concerned with quality as it is with prices. While the importance of quality is undisputed and issues about quality are mentioned pervasively in competition agency guidelines and court decisions, there is no widely-agreed framework for analysing it which often renders its treatment superficial. There are a number of reasons why in practice, courts and competition authorities rarely analyse quality effects as rigorously as they analyse price effects. First, quality is a subjective concept and therefore much harder to define and measure than prices. In addition, microeconomic theory offers little help in predicting how changes in the level of competition in a market will affect quality and it is usually up to empirical analysis to determine how quality will change in response to varying degrees of competition in the context of particular markets. Given difficulties in terms of the evaluation...
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...PINOY INTERNET: PHILIPPINES CASE STUDY March 2002 INTERNATIONAL TELECOMMUNICATION UNION GENEVA, SWITZERLAND This report has been written by Michael Minges, Esperanza Magpantay, Lucy Firth and Tim Kelly of the International Telecommunication Union (ITU). The report is based on field research carried out between 1 5 October 2001 as well as articles and publications sourced in the document. The National Telecommunications Commission provided incalculable support; without their assistance, this report would not have been possible. Equally, the report would not have been possible without the cooperation of the many from the Filipino public and private ICT sector who offered their time to the reports authors. The kind hospitality of Philippine Electronics and Telecommunications Federation (PETEF) is also acknowledged. We would also like to thank N. Santiago of Globe and A. Bengzon, Undersecretary for Communications, for their insightful comments. The report is one of a series of case studies examining the Internet in South East Asia carried out in 2001. Additional information is available on the ITUs Internet Case Study web page at http://www.itu.int/ITU-D/ict/cs/. The report may not necessarily reflect the opinions of the ITU, its members or the government of the Republic of the Philippines. The title refers to the Filipino (Tagalog) word Pinoy meaning Filipinos by Heart. The SMS message appearing on the mobile phone screen (Kmusta txt k nman) is also in Tagalog and means...
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...In memory of Amos Tversky Contents Introduction Part I. Two Systems 1. The Characters of the Story 2. Attention and Effort 3. The Lazy Controller 4. The Associative Machine 5. Cognitive Ease 6. Norms, Surprises, and Causes 7. A Machine for Jumping to Conclusions 8. How Judgments Happen 9. Answering an Easier Question Part II. Heuristics and Biases 10. The Law of Small Numbers 11. Anchors 12. The Science of Availability 13. Availability, Emotion, and Risk 14. Tom W’s Specialty 15. Linda: Less is More 16. Causes Trump Statistics 17. Regression to the Mean 18. Taming Intuitive Predictions Part III. Overconfidence 19. The Illusion of Understanding 20. The Illusion of Validity 21. Intuitions Vs. Formulas 22. Expert Intuition: When Can We Trust It? 23. The Outside View 24. The Engine of Capitalism Part IV. Choices 25. Bernoulli’s Errors 26. Prospect Theory 27. The Endowment Effect 28. Bad Events 29. The Fourfold Pattern 30. Rare Events 31. Risk Policies 32. Keeping Score 33. Reversals 34. Frames and Reality Part V. Two Selves 35. Two Selves 36. Life as a Story 37. Experienced Well-Being 38. Thinking About Life Conclusions Appendix Uncertainty A: Judgment Under Appendix B: Choices, Values, and Frames Acknowledgments Notes Index Introduction Every author, I suppose, has in mind a setting in which readers of his or her work could benefit from having read it. Mine is the proverbial office watercooler, where opinions are shared and gossip is exchanged. I...
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...Australia • Brazil • Japan • Korea • Mexico • Singapore • Spain • United Kingdom • United States SEVENTH EDITION Data Communications and Computer Networks A Business User’s Approach Curt M. White DePaul University Australia • Brazil • Japan • Korea • Mexico • Singapore • Spain • United Kingdom • United States Data Communications and Computer Networks: A Business User’s Approach, Seventh Edition Curt M. White Editor-In-Chief: Joe Sabatino Senior Acquisitions Editor: Charles McCormick, Jr. Senior Product Manager: Kate Mason Editorial Assistant: Courtney Bavaro Marketing Director: Keri Witman Marketing Manager: Adam Marsh Senior Marketing Communications Manager: Libby Shipp Marketing Coordinator: Suellen Ruttkay Media Editor: Chris Valentine Art and Cover Direction, Production Management, and Composition: PreMediaGlobal Cover Credit: © Masterfile Royalty Free Manufacturing Coordinator: Julio Esperas © 2013 Course Technology, Cengage Learning ALL RIGHTS RESERVED. No part of this work covered by the copyright herein may be reproduced, transmitted, stored or used in any form or by any means—graphic, electronic, or mechanical, including but not limited to photocopying, recording, scanning, digitizing, taping, Web distribution, information networks, or information storage and retrieval systems, except as permitted under Section 107 or 108 of the 1976 United States Copyright Act—without the prior written permission of the publisher. For product information and technology assistance...
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