...opportunity to protect and grow personal wealth. Any discussion of investment strategy must begin with the investors risk tolerance. Some of the major factors contributing to any individual’s investments strategies are age, total value of savings and other assets, income, family and health. After a thorough discussion and getting some answers to a series of questions, your tolerance for risk can be assessed. This data helps us formulate investment policy that best fits your needs and objectives. Market timing, security selection and asset allocation are the three tools that are used to help reach your financial goals. ANALYSIS James and Lucy Anderson have an average/moderate tolerance for risk based on the risk tolerance quiz they completed. We have completed a review of the Anderson’s current holdings and assigned them into asset class. Some stocks will be sold and other will be held. Within any given asset class, a benchmark of expected performance has been performed. If the current stocks held in that class are underperforming the class in general, they should be sold and replaced with positions that better represents the asset class. Then purchasing patterns will be changed to add asset in the other classes that are currently not represented in your portfolio. The net result will be a well balance asset allocation that is representative of moderate risk tolerance. James and Lucy currently hold over one million dollars in real estate and have a relatively small...
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...Final Project- Kitchen Renovation Mary Shaw Project Overview: This project involves the remodeling of the kitchen by removing current walk in pantry and moving it to the other side of the kitchen. This remodel also includes making dining room space out of area where the old panty was. We are also relocating the laundry room and adding a powder room. We will be replacing the fixtures, tiles, adding doors and a toilet and sink. Our objective is to create a whole new environment and one that is accommodating us with the evolving changes in our lives also as one that offers a feeling of comfort and family on a daily basis. Problem/ Result Statement: There is currently no dining room for family dinners or every day meals; there is no bathroom accessible without going through the master bedroom or guest room. Also the current location of laundry room interferes with the TV when the dryer or washer machine is running and it is hard to hear the TV. This new remodel will open up the living area and give the space a more warm inviting homey space. Mission Justification: The mission is to build a family foundation that emanates a spiritual strength which focuses on promoting a sense of peace and tranquility with oneself. The remodeling of the kitchen will undoubtedly reflect this philosophy because the new dining room, addition of powder room and relocating the laundry room will change the feel and look of the house. By now having a dining room we...
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...Change Analysis: The Impact of a Management Change in the Workplace Abstract This paper discusses the changes of the tennis club I work at after new ownership and new management come in and swiftly begin to make changes. It is the process in which the changes were made that is discussed throughout the paper in regards to John Kotter’s 8-step change model discussed in his book The Heart of Change: Real-life stories of How People Change Their Organizations. It is the steps that were taken to introduce change to existing staff and the team that was put together by the new manager to implement those changes. Change Analysis: The Impact of a Management Change in the Workplace Introduction Change is never easy and it is especially difficult when the change is the management of an organization. When a change in management occurs, it is often followed by the management making changes to the jobs we do and the work that is done. This kind of major change needs to be effectively completed in order for it to be successful. There needs to be high competencies in management and leadership so that all of the challenges can be met today and tomorrow (Trotter, 2013). I work part-time for the private tennis club my family belongs to. About five years ago, the club was purchased and the new owners wanted to take it in a new direction. The club had been ran exactly the same way for almost 40 years and it was not to the benefit of the owners. The new owners came in with one big idea...
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...appeal to multiple categories of people. With students being the predominant clientele, we will aim our menu prices to be lower than our competitors. However, there are other customers we plan to appeal to as well and they include locals in the town, staff of the university as well as people who live in the surrounding areas. * We will strive to have the quality of ingredients match with the experienced service. In addition to providing food, we will offer entertainment. This is not common in any of the restaurants within the surrounding area. In providing entertainment through a piano bar, we will be able to showcase the talent of students at West Chester University’s theater department and in return will get business through doing so via word of mouth of student pianist. * Through a SWOT analysis, we were able to determine that there is a significant need for this kind of concept in West Chester. Our prices and quality of food and services will be our strengths that will pair well with the opportunity to have a type of cuisine the area has never seen before. * Because the start up of restaurants are always very costly, we determined that if we rent out an existing space that already was a restaurant, we will not only save in a mortgage, but also avoid purchasing expensive kitchen appliances. * Business Concept Dimension is a Vietnamese/South American fusion restaurant and piano...
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...******************************************* Instructor’s Grade on Assignment: Instructor’s Comments: Executive Summary This paper analyzes the situation of Porcini Inc. a family-owned Italian restaurant founded by the Ventola family in Boston. Since its foundation in 1969, Porcini’s success relies on the uniformity of great quality food and superior service in all their locations. Porcini’s reached a point where growing the business and increasing brand awareness is stuck due to market saturation. The challenge for Porcini is to find an alternate operational system that allows them to expand their market share without compromising their values of great quality food, excellent service and uniformity. After analyzing the possible alternatives presented to the Senior Management, it is concluded that...
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...and David Edgerton. The first restaurant was opened on December 4th in 1954 in Miami, Florida, under the name “Insta Burger King”. The concept was already then and has stayed the same from the beginning, flame roasted beef with fresh ingredients in a bun. Their bestseller the “whopper” was first sold in 1957. Over the past 50 years the firm has had numerous owners. In the past 25 years alone, the company has seen 13 CEOs. Despite of the lack of long-term ownership, constant management turnover, and inconsistent strategy, the company managed to grow into the world’s second largest fast food burger chain, with over 13000 restaurants operating in 80 countries, which speaks to the strength and resilience of the business. New owners restructured the company. Since 2010, when the company was acquired by 3G Capital, the index has increased by more than 50% and Burger King became Burger King Holdings (BKH). The new owners modified the company’s structure and started to improve its marketing plans to be more profitable. When BKH partnered with Justice Holdings in around 2012 it dissolved and formed a new publicly listed entity Burger King Worldwide Holdings, Inc. (“BKWH”). Today 3G Capital owns over 70% of Burger King´s stakes. 92% in the company is franchised...
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...Home Depot Canada operates 180 stores in convenient locations across Canada. Home depot has gone global by operating in Mexico, China, USA and Canada. The Home Depot carries do-it-yourself, as well as home improvement, construction and building maintenance products. Home Depot came up with many new services such as Installation service and Pro & Tool Rental service. Home Depot offers installation service to complete home renovation service by their contractors for a wide range of products. Home Depot offers repair and remodel tool to their customers. These services include a contractor loyalty program (Contractor Plus) and an on-site tool rental department (Home Depot, 2015). The project objective is to establish a good marketing plan for the whole organization which includes internal and external analysis. COUNTRIES The Home Depot operates in the USA, Canada, Mexico, China, United Kingdom and South America. The company has it’s headquarter at the Georgia, in Greater Atlanta. Home Depot Canada is the Canadian unit of the Home Depot and one of Canada's top home improvement retailers. The Canadian operation consists of 180 stores and employs over 35,000 people in Canada. Home Depot Canada has stores in all ten Canadian provinces and serves territorial Nunavut, Northwest Territories, and Yukon through electronic means (Online sales). SWOT...
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...Opening a Quality Child Care Center A resource guide for starting a business and planning a child care center. Table of Contents: Introduction . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 2 First Steps: Assessment, Market Analysis, Business Plan and Child Care Licensing . . . . . . . . . . . . . . . . . . . . . . . . . 3 Finding Your Facility . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 7 Design Considerations and Process . . . . . . . . . . . . . . . . . 8 Program Administration and Curriculum . . . . . . . . . . 17 Appendix A: Timeline for Start-up . . . . . . . . . . . . . . . . . . . . . . . . . 19 Appendix B: Agencies and On-line Resources . . . . . . . . . . . . . . . . 20 Appendix C: Resources for Developing Polices/Procedures . . . . . 22 Appendix D: Classroom Equipment and Materials List . . . . . . . . 23 Appendix E: Care About Childcare Criteria . . . . . . . . . . . . . . . . . . . 24 Appendix F: Structural Rules from Licensing . . . . . . . . . . . . . . . . .27 Appendix G: Accreditation . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 30 Appendix H: Resources . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 31 State of Utah, Department of Workforce Services, Office of Child Care © 2012 Opening a Quality Child Care Center Introduction THE BUSINESS OF CHILD CARE Welcome to the world and work of child care! The purpose of this manual is to provide a prospective child care center...
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...GRAFTON COLLEGE OF MANAGEMENT SCIENCE Unit Number: Unit 34: Operations Management in BusinessAssessor/Tutor : Nicholas Kelly | Registration Number : GCD 3389Learners Name: Kondwani MandeInternal Verifier (s) : Tracey Gallagher | | | Contents OPERATION MANAGEMENT IN LARGE BUSINESS 3 McDonald’s 3 Business Model 3 Mission Statement 4 Vision 4 SWOT Analysis 4 Learning Outcome 1: Understand the nature and the importance of Operations Management 8 1.1 The importance of operational management 8 Examples of operations management in McDonald’s 9 1.2 Assess the operations management in terms of production of goods and services safety, on time, low cost, quality and within the law 11 Production of goods and services safely 11 Production of goods and services on time 12 Low cost 12 Quality and within the law 13 1.3 Significance of links between operation management and strategic planning 14 1.4 Operations management system diagram 17 2.1 The impact of “Three E’s” (Economy, Efficiency and Effectiveness) make on operations management 18 Economy 18 Efficiency 18 Effectiveness 19 2.2 Identify any measure adopted for cost minimization and quality maximization 19 Measures for cost minimization and quality maximization 21 2.3 Evaluation of the significance of the five performance objectives 22 Learning Outcome 3: Understand how to organise a typical production process 25 3.1 How linear programming...
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...BJ’S RESTAURANTS, INC. 2012 ANNUAL REPORT INCREASE IN REVENUES TO $708.3 MILLION 14 % % Resonating with the consumer. INCREASE IN COMPARABLE RESTAURANT SALES 3.2 11 % INCREASE IN OPERATING WEEKS $ 31.4Million fISCAL 2012 NET INCOME $ 1.09 fISCAL 2012 NET INCOME PER DILUTED SHARE BJ’S RESTAURANTS, INC. INVESTING IN QUALITY A loyalty proven by our financial results. 61 2 3 5 4 1 2 1 1 3 6 1 28 1 11 selected financial highlights (dollars in thousands, except per share amounts) Revenues Net Income Net Income Per Share: Basic Diluted Total Assets Shareholders’ Equity Number of Restaurants at Year End Comparable Restaurant Sales Increase (Decrease) $ $ 2012 $ 708,325 $ 31,409 1.12 1.09 2011 $ 620,943 $ 31,570 $ $ 1.14 1.08 2010 $ 513,860 $ 23,162 $ $ 0.86 0.82 2009 $ 426,707 $ 13,038 $ $ 0.49 0.48 2008 $ 374,076 $ 10,308 $ $ 0.39 0.39 $ 566,876 $ 371,834 130 3.2% $ 502,079 $ 332,449 115 6.6% $ 430,085 $ 287,826 102 5.6% $ 381,122 $ 252,979 92 (0.8%) $ 335,209 $ 232,277 82 (0.3%) TOTAL LOCATIONS / JANUARY 1, 2013 130 We opened 16 new restaurants, including one relocation, which translates into an Certain statements in this Annual Report and all other statements that are not purely historical constitute “forward-looking” statements for purposes of the Securities Act of 1933 and the Securities and Exchange Act of 1934, as amended, and are intended to be covered by...
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...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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...2012 Annual Report 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. Selling the HIGHEST QUALITY natural and organic products available SATISFYING and DELIGHTING our customers Supporting team member HAPPINESS and EXCELLENCE Creating WEALTH through profits and growth Caring about our COMMUNITIES and our environment Creating ongoing WIN-WIN PARTNERSHIPS with our suppliers Promoting the health of our stakeholders through HEALTHY EATING EDUCATION f i n a n c i a l h i g h l i g h t s Fiscal year 2012 was a 53-week year. 6.4% 5.4% 1998 1999 2000 2001 2002 2003 2004 2005 2006 2007 2008 2009 2010 2011 2012 2008 2009 2010 2011 2012 2008 2009 2010 2011 2012 2008 2009 2010 2011 2012 2008 2009 2010 2011 2012 10.5% 6.6% 7.0% 8.0% 8.7% 8.1% 14.5% 11.5% 10.3% 5.8% 3.6% -4.3% 6.5% 8.4% 8.4% $8.0 $8.0 $9.0 $10.1 $11.7 $236 $284 $438 $548 $744 $273 $328 $390 $463 $(194) $0.82 $0.85 $1.43 $1.93 $2.52 Net cash provided by operating activities Development costs of new locations Other property and equipment expenditures Free Cash Flow *The Company defines Free Cash Flow as net cash...
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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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...Merybeth Quiros Module Lecturer: Peter Bell International Business Planning & Marketing MNM41 A Business Strategy Review and a Marketing Review of Sears 1st submission Date Due in: April 19, 2012 Number of pages: 23 Word count :3,281 Table of Contents sEARS bUSINESS STRATEGY REVIEW i Executive Summary 2-3 introduction brief history and background of sears 4 mission & obJECTIVES II evaluation of sears existing mission and objectives 5-6 External analysis IIi Competitors 7 PEST 8-9 Five forces Analysis 10-11 Opportunities & Threats 11 InternaL aNALYSIS iV Strenghts & Weaknesses 12 Financial ratios analysis 13-14 Past and current strategies 15 Sears current strategic position v Sears current strategy Balance Scorecard 16-17 Porter’s Generic strategies 17 rEcommendations vi Objectives and strategic actions 19-21 Evaluation 22- 23 Conclusion 24-26 Bibliography Executive Summary Sears, once the leader of the retail industry, is now facing financial troubles and is relegated to the 10th position in the market (Store org, 2011). Even after the merger with K-Mart, the retail conditions have not seemed to improved, but in fact, Sears Holding’s financial reports continued...
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...GREEN BUILDING GUIDE Design Techniques, Construction Practices & Materials for Affordable Housing RCAC GREEN BUILDING GUIDE Design Techniques, Construction Practices & Materials for Affordable Housing Principal Author Craig Nielson, LEED AP Rural Community Assistance Corporation Co-authors Connie Baker Wolfe Rural Community Assistance Corporation Dave Conine Rural Community Assistance Corporation Contributor Art Seavey Rural Community Assistance Corporation Design Dave Conine Sharon Wills Rural Community Assistance Corporation Managing Editor and Production Sharon Wills RCAC Corporate Office: 3120 Freeboard Drive, Suite 201, West Sacramento, California 95691 916/447-2854 | 916/447-2878 fax | www.rcac.org Published by Rural Community Assistance Corporation (RCAC), a nonprofit organization dedicated to assisting rural communities achieve their goals and visions by providing training, technical assistance and access to resources. RCAC promotes quality, respect, integrity, cooperation and commitment in our work. Copyright © 2009 RCAC. All rights reserved. For reprint permission, please call 916/447-2854. Disclaimer: The material in this document has been reviewed by RCAC and approved for publication. The views expressed by individual authors, however, are their own and do not necessarily reflect those of RCAC. Trade names, products or services do not convey, and should not be interpreted as conveying, RCAC approval, endorsement or recommendation...
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