...JET2 – Task 4 Financial Statement Analysis Managing Internal Cost & Controlling Finances Summary Report In response to a request from the Vice President of Competition Bikes for an analysis and recommendation regarding Activity Base Costing, as well as a request for a break-even analysis with projections of the company’s target profit, I have developed the following report. 1. Costing Method Evaluation Traditional Costing and Activity Based Costing (ABC) are the two systems we will evaluate in relation to Competition Bikes’ operations. To do so, we will need to look at the advantages and disadvantages of both systems. Costing systems are used to help predict the profitability of a product and help establish the cost of a product correlated to the income it generates. Traditional costing allocates overhead according to the amount of a particular cost driver, for example, how many direct labor hours are required to manufacture a product, while activity based costing looks at each activity and assigns a cost to it. Traditional costing separates costs into direct and indirect categories. The costs of labor or of raw materials would be examples of direct costs. Then, traditional costing divides the total cost of a product by the direct labor cost. This gives us the estimated cost of the product per item. However, increasingly in today’s business environment, the proportion of direct costs have fallen in relation to the proportion...
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...a part of the Convention Centre Redevelopment plan and the risk assessment and treatment, is carried out by abiding with the AS/NZS ISO 31000:2009, SA/SNZ HB 436:2013 and IEC/ISO 31010:2009. Firstly, an introduction of the iconic location, Darling Harbour is briefed. The project objectives, scope and boundaries of the new water features installation is explained along with the risk management process adopted for this project. Secondly the context for risk is established inclusive of internal and external context. The stakeholder analysis and communication and consultation stage, explains the various stakeholders of this project and their mode of communication. Thirdly, risk criteria, risk identification, risk analysis and risk evaluation is developed based on the possible risks that may occur with this project. During risk identification potential risks related to the project was generated. The application of risk severity matrix and FEMA analysis were conducted to identify the likelihood and consequence of risks. ALARP principle was used for risk evaluation and identifying possible risk tolerability. Finally, risk treatment and risk mitigations were established with prioritizing the risks associated with this project. Risk monitor and review, the final stage of risk assessment described helps in continuous improvement of the project. It can be concluded after various risks studied in this report; precedence is given to labours and public’s health and safety....
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...[Company name] [Company address] Marrketing principles Contents Introduction 2 Learning Outcome 01 2 Task 1 2 Task 2 4 Learning Outcome 02 5 Task 3 5 Task 4 10 Task 5 12 Learning Outcome 03 12 Task 6 12 Task 7 13 References: 13 Introduction British Airways (BA) is the banner bearer aerial shuttle of the United Kingdom and its biggest carrier focused around armada size, universal flights and global ends. At the point when measured by travelers conveyed it is second-biggest, behind Buisness jet. The aerial shuttle is situated in Waterside close to its primary center point at London Heathrow Airport. A British Airways Board was built by the United Kingdom government in 1972 to deal with the two nationalized aerial shuttle companies, British Overseas Airways Corporation and British European Airways, and two littler, provincial carriers, Cambrian Airways, from Cardiff, and Northeast Airlines, from Newcastle upon Tyne. On 31 March 1974, every one of the four organizations was consolidated to structure British Airways. After very nearly 13 years as a state organization, British Airways was privatized in February 1987 as a feature of a more extensive privatization arrange by the Conservative government. The transporter soon stretched with the securing of British Caledonian in 1987, took after by Dan-Air in 1992 and British Midland International in 2012. British Airways is an establishing part of the one world aerial shuttle union, alongside American...
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...Air Jet Best Parts, Inc. Financial Analysis Task 1: Financing $8,000,000.00 for new factory in Mexico 1. Assuming that AirJet Parts, Inc. is considering loans from National First and Regions Best, what are the EARs for these two banks? Hint for National Bank: Go to the St. Louis Federal Reserve Board’s website (http://research.stlouisfed.org/fred2/). Select “Interest Rates” and then “Prime Bank Loan Rate”. Use the latest MPRIME. Show your calculations. a. National First Bank: 3.25%(prime rate) + 6.75% =10% compounded semiannually .10/2 = 0.05 =5% semiannually 1 x 1.05^2 = 1.1025 Effective Annual Rate = 10.25% b. Regions Best Bank: 13.17% monthly .1317/12= 0.010975 = 1.0975% monthly 1 x 1.010975^12 = 1.139948 Effective Annual Rate = 13.99% 2. Based on your calculations above, which of the two banks would you recommend and why? Explain your rationale. Based on the above calculations I would have to recommend Air Jet Best Parts, Inc. secure financing with National First Bank. Based on the effective annual rate the amount of interest that Air Jet would pay is significantly less than obtaining a loan from Regions Best Bank. Also, the fact that National First Bank’s interest is compounded semi-annually, helps as well. 3. AirJet Best Parts, Inc. has decided to take a $6,950,000 loan being offered by Regions Best at 8.6% APR for 5 years. What is the monthly payment amount on this loan? Do you agree with this decision? Explain your rationale. ...
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...orange airline: Intro: Easy jet is an European airline which was launched in 1995 by its founder Greekcy Priot Stelios Haji-Loannou. It was started with two wet leased Boeing like 737-200 aircrafts and today it operates 196 aircrafts with 20 buses all over around the Europe. It carried 45.2 million passengers in the year of 2009 which made it as a second largest low cost European airline behind Ryanair. In 2002, Easy jet bought London Stansted based Go airline £ 374 million (easy-jet.com). Go was the low cost scheduled passenger airline which provides service within the Europe. The main reason behind this acquisition was profitable and established airline with strong growing aspects that reveals a year to year increase of 232 per cent. Nearly 90% of sales in Easy jet are online from this website. There are two significant features based on its success are: low price and E- commerce strategies .The purpose of this Easy jet‘s, online the presence of information’s and procedures to sketch and propose suggestion on the progression involved in creating a booming online presence( David & Cynthia1999). Apart from this it will define its approaches for its significant success of industry. In this paper, we will first discuss about the approaches and it applies. Then based on PESETEL framework we will find out the reason for applying. And in final the merits and demerits approaches in order to discuss about the alternatives approaches for easy jet. The above figure shows out about...
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...Consumer Behavior Consumer Behavior: Contrast Jet Blue vs. Southwest Airlines Trident University MKT501 CS1 Identify key external factors that affect the passenger airline industry and explain how that impact occurs There are several external factors that affect the passenger airline industry. Some of the factors that affect the industry are economic crisis, instability in aviation fuel price, and environmental factors. I will elaborate more in detail in the following paragraphs on these factors. The first area I want to talk about is our countries current Economic Crisis, and in my opinion drives all the other factors that affect airline industry’s the most. The current economic situation is not good and therefore will have an effect on what a customer will or will not do. Air travel is very expensive as it is, in my opinion, so a sluggish economy will add more pressure on an individual or family thinking of flying anywhere. The second area that affects the airline industry is the cost of aviation fuel. If fuel prices are high, the airline will have to charge more for tickets. As I mentioned earlier, higher ticket prices is not what the public wants in our current economy. The airline industry is a business and in order to make money and continue to provide the service, the company has a breakeven price, approximately 66% of their operating cost (Airline Economics Break Even Load Factors Paragraph). If the company doesn’t...
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...26th , 2015 Authored by: Brijraj Singh4235113 Muthupandian Thevar- 4235280 Nandhu Venugopal4237344 Page |1 Table of Contents Executive Summary....................................................................................................................................... 2 Issues Identification ...................................................................................................................................... 3 Environmental and Root cause analysis ....................................................................................................... 4 Alternatives and options ............................................................................................................................... 6 Recommendation.......................................................................................................................................... 8 Implementation ............................................................................................................................................ 9 Monitor and Control ................................................................................................................................... 10 Page |2 Executive Summary Following is the report focusing on the current issues faced by Jetstream Aerospace, which is drastically affecting the performance of the company. Jetstream’s global workforce helped the company to increase the sales and heavy backlog, but on the other side their...
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...and most popular airline in Mumbai India is Jet Airways started in 1993. Naresh Goyal (both founder and owner) still owns eighty percent of the company, and oversees all aspects of the business. This paper reviews one of the airlines, jet airways, strategic evaluation process to select the next corrective action for the airlines and also the impact on overall aviation industry. How to do a strategic evaluation? Strategic Evaluation is the final phase of Strategic management. Strategy Evaluation is as significant as strategy formulation because it throws light on the efficiency and effectiveness of the comprehensive plans in achieving the desired results. The managers can also assess the appropriateness of the current strategy in today’s dynamic world with socio-economic, political and technological innovations. The process of Strategy Evaluation consists of following steps- 1. Fixing benchmark of performance - While fixing the benchmark, strategists encounter questions such as - what benchmarks to set, how to set them and how to express them. In order to determine the benchmark performance to be set, it is essential to discover the special requirements for performing the main task. The organization can use both quantitative and qualitative criteria for comprehensive assessment of performance. Quantitative criteria include determination of net profit, ROI, earning per share, cost of production, rate of employee turnover etc. 2. Measurement of performance - The standard...
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...ruled by the same president for more than 40 years. During this time, tight controls were placed on all aspects of the economy. Increasingly, the country’s wealth was concentrated in the hands of a few powerful supporters of the president. The economy stagnated, and basic infrastructure fell into disrepair. Recent violent protests, however, have led the aging president to announce his retirement. He has scheduled an election to be held in three months’ time. At stake in the election will be the presidency as well as all the seats in the legislature. Several political parties have been organized and are fielding viable candidates. All the major parties agree that opening the economy to competition is necessary for the country’s financial recovery. The Current Situation “As you know,” TransGlobal’s CEO continued, “we have enjoyed monopoly status on all domestic routes under the current government. That has made life pretty comfort- able for us. Unfortunately, that also means we’ve served our...
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...Case #16 The Boeing 7E7 Synopsis and Objectives In 2003, the Boeing Company announced plans to build a new “super-efficient” commercial jet called the “7E7” or “Dreamliner.” This was a “bet the farm” gamble by Boeing, similar in magnitude to its earlier introductions of the 747 and 777 airliners. The technological superiority of the new airframe, as well as the fact that it would penetrate a rapidly growing market segment, were arguments for approval of the project. On the other hand, the current market for commercial airplanes was depressed because of terrorism risks, war, and SARS, a contagious illness that resulted in global travel warnings. Boeing’s board of directors would need to weigh those considerations before granting final approval to proceed with the project. The task is to evaluate the 7E7 project against a financial standard, the investors’ required returns. The case gives internal rates of return (IRR) for the 7E7 project under base-case and alternative forecasts. We must estimate a weighted-average cost of capital (WACC) for Boeing’s commercial-aircraft business segment in order to evaluate the IRRs. As a result of that analysis, we will identify the key value drivers and distinguish, on a qualitative basis, the key gambles that Boeing is making. The need to estimate a segment WACC draws out our abilities to critique different estimates of beta and to manipulate the levered-beta formulas. Boeing competes in both the commercial aircraft...
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...University of Phoenix Nicholas Barnes Marketing Plan for Z-Wing Executive Summary This marketing plan will help Z-Wing remain among the top aircraft manufacturers in the world. We have the opportunity to take a sizeable chunk of the market away from Janssen by offering more models, we have traditionally manufactured only large jets, now we can offer extremely large jets and small jets. We believe that our competition won’t be able to keep up with what we will accomplish. Not only will Z-Wing offer more products but we will have a CRM system in place for our shareholders that will be second to none in the industry. We may run into issues with the economy being as bad as it is but we won’t lose focus. Our mission is to make more revenue and make more customers from our new systems. We will target military and also commercial airlines. Situation Analysis SWOT Analysis Z-Wing is fortunate enough to have become the world’s largest commercial and military aircraft manufacturer. Z-Wing has 50% of the market and we are currently developing state of the art technology so that our market will increase. We are developing a CRM system that is technologically advanced yet very user friendly, after all you, the customer will be the one using this great support system. We develop some of the best aircrafts in the world here at Z-Wing and we want to manufacture more aircrafts and gain more satisfied customers through this CRM system. No matter what individuals or companies...
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...Rachel Johnson Addy JET Task 2 March 29, 2014 JET Task 2 1. A budget is an itemized estimate of expected income as well as estimated expenses over a specified period of time. The reason to design a budget is to regulate spending. There are multiple causes of concern with Competition Bikes budget plan. The main cause for concern is that the sales estimated for year 9 is 3,510 units. This estimate is not supported by past sales data. Due to the current economic status, the amount of units sold from year 7 to 8 decreased 15% according to the horizontal analysis. Rider sponsorships were also reduced and will most likely remain limited in the future (WGU, 2014). There is some misleading and inaccurate information posted within the budget. Under the Selling, General, and Administrative breakdown “utilities” is listed at $150,000 on the vertical analysis for year 8 and year 9. Then there is another listing for “utilities and services” of $54,000. This is misleading because this entry was not listed in the expenses from the previous year. Another cause of concern is that the cash budget is not included in the uncollected receivables. CB makes expensive bikes so there should be room for uncollectable accounts. The uncollectable receivables budget could be used to cover the any uncollected payments. The reduction of sponsorships and the slow economy could possibly cause a rise in uncollectable accounts. There is also some concern because the operating income is incredibly...
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...Case #16 The Boeing 7E7 Synopsis and Objectives In 2003, the Boeing Company announced plans to build a new “super-efficient” commercial jet called the “7E7” or “Dreamliner.” This was a “bet the farm” gamble by Boeing, similar in magnitude to its earlier introductions of the 747 and 777 airliners. The technological superiority of the new airframe, as well as the fact that it would penetrate a rapidly growing market segment, were arguments for approval of the project. On the other hand, the current market for commercial airplanes was depressed because of terrorism risks, war, and SARS, a contagious illness that resulted in global travel warnings. Boeing’s board of directors would need to weigh those considerations before granting final approval to proceed with the project. The task is to evaluate the 7E7 project against a financial standard, the investors’ required returns. The case gives internal rates of return (IRR) for the 7E7 project under base-case and alternative forecasts. We must estimate a weighted-average cost of capital (WACC) for Boeing’s commercial-aircraft business segment in order to evaluate the IRRs. As a result of that analysis, we will identify the key value drivers and distinguish, on a qualitative basis, the key gambles that Boeing is making. The need to estimate a segment WACC draws out our abilities to critique different estimates of beta and to manipulate the levered-beta formulas. Boeing competes in both the commercial aircraft and the defense...
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...STAKEHOLDER MANAGEMENT Identifying Project Stakeholders Managing Stakeholders 2.3 ORGANIZATIONAL STRUCTURE 2.4 FORMS OF ORGANIZATION STRUCTURE Functional Organizations Project Organizations Matrix Organizations Moving to Heavyweight Project Organizations PROJECT MANAGEMENT RESEARCH IN BRIEF: The Impact of Organization Structure on Project Performance 2.5 PROJECT MANAGEMENT OFFICES 2.6 ORGANIZATIONAL CULTURE How Do Cultures Form? Organizational Culture and Project Management PROJECT PROFILE: Creating a Culture for Project Management: The Renault Racing Team Summary Key Terms Discussion Questions Case Study 2.1 – Rolls-Royce Corporation Case Study 2.2 – Paradise Lost: The Xerox Alto Case Study 2.3 – Project Task Estimation and the Culture of “Gotcha” Case Study 2.4 – Widgets ‘R Us Internet Exercises PMP Certification Sample Questions Integrated Project – Building Your Project Plan Bibliography TRANSPARENCIES 2.1 PROJECTS AND CORPORATE STRATEGY [pic] 2.2 PROJECT STAKEHOLDER RELATIONSHIPS [pic] 2.3 PROJECT STAKEHOLDER MANAGEMENT CYCLE [pic] 2.4 EXAMPLE OF A FUNCTIONAL ORGANIZATIONAL STRUCTURE 5. EXAMPLE OF A PROJECT ORGANIZATION STRUCTURE...
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...Casadessus-Masanell, Bruno Cassiman, Richard Caves, Ken Corts, Tarun Khanna, Julio Rotemberg, Vicente Salas Fumas, Xavier Vives and seminar/workshop participants at Boston University, Copenhagen Business School, Harvard Business School, INSEAD, New York University and Universitat Autonoma de Barcelona provided helpful comments. So did senior executives at both Airbus (Adam Brown, John Leahy) and Boeing (Tim Meskill, Randy Baseler, and Jim Jessup), although their comments do not constitute an endorsement of the material in either the teaching case or this paper. We also gratefully acknowledge help from Ed Greenslet, Don Schenk, and The Airline Monitor in obtaining data and insights about the commercial jet aircraft industry, Mike Kane’s assistance in preparing the original teaching case, and financial support from the Division of Research at the Harvard Business School. Abstract This paper looks at competitive interactions between Airbus and Boeing in very large aircraft. It concludes that Boeing attempted to preempt Airbus in introducing a new product in this space but failed to do so because of the...
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