...Working Capital Simulation: Managing Growth FIN/571 October 13, 2014 William Stokes Working Capital Simulation: Managing Growth The Corporate Finance course has helped me, as a student, gain intelligence to make informed decisions upon analyzing the details for Sunflower Nutraceuticals (SNC). These decisions will influence the company’s overall growth annually. In addition to various details of the SNC Company I have also made various decisions in each of the phases of SNC’s simulation which has an estimated values to figure out the results. This paper also explains how SNC’s decisions are influenced with regards to the working capital followed with the final step of evaluating the general affects associated with the limited access of financial mix. Sunflower Nutraceuticals (SNC) Background Sunflower Nutraceuticals is a privately owned company that is a wide distributor providing numerous dietary supplements for customers, distributors, and retailers (University of Phoenix, 2013). After starting the business in 2006 as an internet based company, SNC expanded operations into retail outlets as well as introducing some new private labeled products. Although SNC has the potential to grow into one of the major nutraceutical distributors in the industry, the company still struggles to break even. On more than one occasion SNC has been forced to exceed the company’s credit line of $1,000,000 to finance payroll and other operational needs. SNC has a somewhat restrictive...
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...it. Thus, the true challenge for any leader is a human capital challenge. But what exactly is human capital and how does it relate to an organization’s chances for successfully executing its strategy? In short, human capital is the sum of knowledge, abilities, skills, values, personality, ideas, motivation, behaviors and experiences owned and offered by the people within an organization. All things being equal, the better the quality of an organization’s human capital the more successful it will be. The importance of human capital to an organization’s success is even more pronounced today due to a number of crucial trends. These include: * Demographic changes – an aging workforce along with increasing diversity is forcing organizations to fight a “war for talent” * Increased focus on growth – after cutting costs to improve the bottom line there is a renewed focus on growing the top line * Knowledge, innovation, adaptability and collaboration as key drivers of success – to grow the top line, leaders have recognized that the primary sources of success are things that reside within their people * Increased importance of intangible assets, such as brand, reputation, leadership and strategy – these assets are more and more a result of the efforts and skills of the people in the organization * Recognition that human capital is the main source of sustainable competitive advantage – not access to capital or the means of production This last point is best exemplified...
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...| ------------------------------------------------- ADRIAN ALEJANDRO GALINDO LARA ------------------------------------------------- STUDENT ID L0174MVMV012 ------------------------------------------------- MBA SEMESTER 2 ------------------------------------------------- MANAGING HUMAN CAPITAL ------------------------------------------------- LECTURER DAVID HALL AND DR. RAJENDRA KUMAR ------------------------------------------------- ------------------------------------------------- ------------------------------------------------- ADRIAN ALEJANDRO GALINDO LARA ------------------------------------------------- STUDENT ID L0174MVMV012 ------------------------------------------------- MBA SEMESTER 2 ------------------------------------------------- MANAGING HUMAN CAPITAL ------------------------------------------------- LECTURER DAVID HALL AND DR. RAJENDRA KUMAR ------------------------------------------------- ------------------------------------------------- MHC ASSIGNMENT | HRM-TQM PERSPECTIVES AND RECRUITMENT AND SELECTION METHODOLOGIES | MHC ASSIGNMENT | HRM-TQM PERSPECTIVES AND RECRUITMENT AND SELECTION METHODOLOGIES | PART “A” ESSAY 2327 WORDS (EXCLUDING REFERENCES) HUMAN RESOURCE MANAGEMENT AND TOTAL QUALITY MANAGEMENT PERSPECTIVES Table of Contents Table of contents 3 Abstract 4 Introduction 5-6 Literature Review/Discussion ..7-9 British Perspective 7-8 Latin American Perspective 8-9 Conclusion 9-10 References...
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...Human Resource Management TABLE OF CONTENTS Part A: ESSAY Introduction…………………………………………………………………………………………………………………3 Construction/main body………………………………………………………………………………………………3 Conclusion…………………………………………………………………………………………………………………..7 Part B: REPORT Abstract……………………………………………………………………………………………………………………..8 Introduction……………………………………………………………………………………………………………….8 Discussion/literature review: A. The current recruitment strategy. The advantages/disadvantages, suggesting the need for change………………………………………………………………………………………………..9 B. A definition and identification of the major advantages and disadvantages of Talent Management Programmes…………………………………………………………………10 Conclusion…………………………………………………………………………………………………………………10 References…………………………………………………………………………………………………………………11 Part A: INTRODUCTION In response to harsh competition in a rapidly changing world managers and executives at the beginning following the hierarchical theory of business, built on equity and driven by profit were seeking ways to improve the competitiveness by dismissing people, selling enterprises and demanding more from those who remained. Though, for companies to get out of their problems using the chosen strategy was getting harder and harder. The universal competition has made the traditional model of management obsolete. In contrast to the old model of management, the new one focuses on not how much we produce, but on how we satisfy the demand of consumers. The key points that have...
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...Title Instructor Name Date WORKING CAPITAL – MANAGING GRWOTH Working capital management is the toughest task for the business growth. It is very important that, we go for funding requisite amount in form working capital as per the needs of the business in appropriate time. Hence it is pretty encouraging that, every entrepreneur looks for an appropriate working capital (Investorword's.Com. 2013) for the business. Phase – 1 Sales - The sales are increasing by $4 million each year and it may be accepted as SNC started it’s business in the year 2006 and would be thinking of improving the business slowly. The additional sale would be added by the company over the next three years of time frame and the sales trend analysis (Rosella, 2013) is little encouraging. It may be believed that, the new addition of this corporate client would give a message to the other new potential customers and would help for the future business as well. EBIT – It is understood that the earnings before interest and tax would be remain more less flat for the next three years, but at this stage , it is highly important for the company to go ahead with the deal. The earnings of $ 0.26Million is very helpful to the company in this stage. Better Earnings before Interest & Taxes (Investopedia.Com, 2013) is a good indicator for the firm. Net Income – The net income for the company in the past has gone under drastic change and under this phase it does not show any improvement .Instead the...
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...SBL SCHOOL OF BUSINESS AND LAW MANAGING HUMAN CAPITAL Module Tutor: Dr. Rajendra Kumar Student: Iryna Viter Student Ref: 0188SBMA1109 Course: MBA1 D, APR 10 TABLE OF CONTENTS: I. INTRODUCTION------------------------------------------------------------3 II. HUMAN RESOURCE MANAGEMENT--------------------------------4 III. STRATEGIC HUMAN RESOURCE MANAGEMENT --------------6 IV. HUMAN RESOURCES PLANNING-------------------------------------8 V. JOB ANALYSIS--------------------------------------------------------------9 VI. JOD DESIGN/DESCRIPTION--------------------------------------------10 VII. RECRUITMENT/SELECTION-------------------------------------------11 VIII. TRAINING AND CAREER DEVELOPMENT------------------------14 IX. PERFORMANCE APPRAISAL------------------------------------------18 X. REMUNERATION---------------------------------------------------------19 XI. MOTIVATION--------------------------------------------------------------21 XII. ROOM FOR IMPROVEMENT-------------------------------------------24 XIII. RECOMMENDATIONS---------------------------------------------------25 XIV. CONCLUSIONS-------------------------------------------------------------25 XV. REFERENCES---------------------------------------------------------------27 XVI. BIBLIOGRAPHY-----------------------------------------------------------28 I. Introduction In today’s tough competitive market many companies are faced...
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...As eager entrepreneurs, we all think that when making sound business decisions we would make the “right” one. In the working capital simulation, we were able to analyze what investments should be made regarding growth and cash-flow improvement opportunities. In addition to financial details of Sunflower Nutraceuticals Company (SNC), we examined the outcome of each decision during three phases within a nine year period. This paper will describe what decisions had the best outcome in regards to the SNC’s working capital. Sunflower Nutraceuticals Background Jane Cheng CEO founded sunflower Nutraceuticals in 2006 in Miami, Florida. SNC is a privately held company that provides dietary supplements such as vitamins, minerals, and herbs for women and other products for all age groups. Over the years, Cheng expanded into new retail outlets and private brands such as women’s sports drinks, teenage vitamins and metabolism boosting medication. Over the past few years, more than one Cheng was unsure how she was going to pay all the overhead and the line of credit was overdrawn several times. Currently, the business is breaking even with sales growth of total revenue being $10 million. The facility’s credit limit, $3.2 million, is based on the percentage of accounts receivable and inventory. The credit line is set at 8%, and SNC uses 12% cost of capital to evaluate possible investment opportunities. In 2010, the nutraceutical market was estimated to be worth $126.6 billion, and it is...
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...1 ANNUAL REPORT 2014 Table of contents ABOUT THE COMPANY Letter of Transmittal Corporate Information Milestones Board of Directors and Management Brand Values Products 3 4 5 6 -8 9 10 OPERATING RESULTS Summary of Key Operating & Financial Data 11-12 AGM & COMPANY PERFORMANCE Notice of 35th Annual General Meeting Chairman’s Message to Shareholders Report of the Board of Directors 13 14 ANNUAL REPORT 2014 15 - 19 1 Table of contents COMPLIANCE REPORT Corporate Governance Compliance Report 20 - 38 FINANCIAL RESULTS Auditors’ Report to the Shareholders Statement of Financial Position Statement of Comprehensive Income Statement of Changes in Shareholders’ Equity Statement of Cash Flows Notes to the Financial Statements Unit-wise Working Result Schedule of Non- Current Assets Certificate on Review of financial statements PROXY FORM 39 - 40 41 - 42 43 - 44 45 46 - 47 48 - 80 81 - 82 83 - 84 85 ANNUAL REPORT 2014 2 Letter of Transmittal December 6, 2014 Esteemed Shareholders Bangladesh Securities and Exchange Commission Dhaka Stock Exchange Limited Chittagong Stock Exchange Limited Registrar of Joint Stock Companies and Firms Dear Sir or Madam, Subject: Annual Report for the year ended June 30, 2014 It is our pleasure to inform you that the 35th Annual General Meeting of Olympic Industries Limited will be held on Wednesday, December 24, 2014 at 10:00 AM at our 2nd biscuit factory premises at Lolati, P.S. Sonargaon, District...
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...strong performance in many areas and clear superiority in specifically dealing with clients and bringing in new business demonstrate his unique strengths which make him an asset to the company. Since Capital Market Services in financial institution section is unique and demands aggressive and competitive professionals, it is unquestionable that the company wants to retain him. Promotion seems a natural choice to reward his achievements and encourage him to contribute more to the company. However, an immediate promotion may also put some negative impacts on the company’s culture and the effectiveness of the review process. After weighting the cons and pros, we decided that he should be given another year as a principal, to improve his communication and interpersonal skills, and then given another chance at the Managing Director promotion. It is well known that a strong and unified culture is one of the key values of Morgan Stanley, they are not willing to maximize the business at the expense of their culture, teamwork and the integrity of the process. Once Nasr promotes Rob at this time, it will deliver a wrong signal to his fellow colleagues that aggressive and crude attitude, or other problems he has are acceptable and could be compromised if it means getting the job done. Managing Directors are at the top of the pyramid and as such have to be the “standard bearers” for all of the junior staff. In the review process, Rob does show acknowledgement of this weakness, which is...
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...services Founded 1996 Headquarters New York City, United States Key people Euan Rellie, Senior Managing Director Charles Maynard, Senior Managing Director Products Investment Banking Employees 70 (2012) Website www.bdallc.com Business Development Asia LLC, or BDA, is an investment banking firm that advises on cross-border M&A (mergers and acquisitions), distressed situations, private placements, capital raising, valuations and financial restructurings. The company provides advisory services on crossborder transactions involving Asia, including the Middle East, typically with transaction values between $20 million and $1 billion. The company is headquartered in New York with offices in Tokyo, Seoul, Shanghai, Beijing, Hong Kong, Mumbai, Bahrain, and London. BDA has seven partners and 70 full-time professional staff across its nine offices, supplemented by a team of senior advisors around the world. BDA advertises itself as the "leading independent pan-Asian M&A advisory firm". Contents [hide] 1 History 2 Awards and Recognition 3 Sector experience 4 References [edit]History BDA was founded by Euan Rellie and Charles Maynard in 1996. Andrew Huntley joined BDA as its third partner in 1998. The three of them still run the firm. BDA is headquartered in New York City, with eight further offices in Hong Kong, London, Mumbai, Seoul, Beijing, Shanghai, Tokyo and Bahrain. Managing Directors include Paul DiGiacomo, Jeffrey Wang, Mark Webster, and Jeff Acton. Each of these bankers...
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...at 3:00 p.m. N I S S A N E L G R A N D I N F I N I T I F X 3 7 R E N A U L T M E G A N E R S CONTENTS 02 03 05 09 10 14 17 25 27 28 31 Corporate Information Business Divisions Report of the Board of Directors 8 Years Financial Highlights Profile of Directors Corporate Social Responsibility Report Corporate Governance Statement Internal Control Statement Other Statements and Disclosures Audit Committee Report Daily Share Price & Volume Traded on Bursa Malaysia Securities Berhad 33 Financial Statements 133 Ten Largest Properties of the Group 134 Shareholders’ Statistics 137 Notice of Annual General Meeting Form of Proxy CORPORATE INFORMATION Directors Dato’ Tan Heng Chew Executive Deputy Chairman and Group Managing Director Dato’ Ng Mann Cheong Senior Independent Non-Executive Director Dato’ Haji Kamaruddin @ Abas bin Nordin Independent Non-Executive Director Seow Thiam Fatt Independent Non-Executive Director Siew Kah Toong Independent Non-Executive Director Dato’ Khor Swee Wah @ Koh Bee Leng Executive Director Ling Ou Long @ Ling Wuu Long Executive Director Ho Wai Ming Executive Director Audit Committee Company Secretaries Yap Bee Lee Chang Pie Hoon Registered Address 62-68 Jalan Ipoh 51200 Kuala Lumpur Telephone : (03) 4047 8888 Facsimile : (03) 4047 8636 Website : www.tanchong.com.my E-mail : tcmh@tanchong.com.my Registrars Tricor Investor Services Sdn Bhd Level 17, The Gardens North Tower Mid Valley City Lingkaran Syed Putra 59200 Kuala Lumpur...
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...TIMELINE OF KENMARK CASE September 15, 1988 Kenmark first incorporated Source: Nov 3, 1997 Kenmark listed on the Second Board of the KLSE Source: Sept 3, 2001 Kenmark listed on the main Board of the KLSE Source: April 23, 2010 Hwang (Kenmark’s managing director) had notified that he had 53,363,092 shares or 29.93 per cent. Source: Bernama, June 8 Chen Wen Ling (Kenmark’s executive director) had reduced its stake in Kenmark from 16.51% as at April 23 to 7.76% now. The combined stake of both the Taiwanese directors, Hwang and Chen, has dropped from 46% to 15.72% now. Source: The Star, June 10 April 2010 MD's brother resigned as director due to health reason. Source: May 24, 2010 Hwang Ding Kuo@James Hwang said he was taken ill in China and was in a delirious state. Source: Business times, June 2 May 25, 2010 James Hwang start cannot be contacted Source: May 27, 2010 The company’s audit committee meeting held but only two independent directors of the company were present to and discover that the other management representatives had resigned. The meeting could not be preceded. Source: EON Bank Berhad (EBB) has been notified of the situation and placed their security guard at the Kenmark’s premises at Port Klang. EBB will also be appointing a receiver over the assets of the company Source: May 28, 2010 Kenmark Paper Sdn Bhd, a wholly-owned subsidiary of Kenmark, received a letter from EBB’s solicitors, advising of the appointment...
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...Lec 6: Ch 10 (the role of company directors and other officers and the means by which they are appointed and removed); main focus is on the directors * ‘officer’ and ‘director’ definition- s9, p200 (Morley v ASIC). * ‘director’- a) appointed director regardless of the name given to their position; b) not validly appointed director but acts in position or; c) not validly appointed but the directors of the company are accustomed to act in accordance with the person’s instructions and wishes; person in a) OR b) is de facto director, within c) is a shadow director * Statutory duties, including the duty to act with reasonable care and diligence and the duty to act in the best interests of the company * Statutory requirement for all companies to have at least one director; PTY company must have at least one, with one ordinarily residing in Australia (s201A(1)); public companies must have at least 3, with at least 2 in Aus (s201A(2)) * Directors’ role: manage or supervise the management; for companies that rely on the replaceable rules as their internal governance rules, s198A provides that “the business of a company is to be managed by or under the direction of the directors’” * Company secretary: public companies must have at least one company secretary (s204A(2)) be 18yo and have at least one residing in Aus; PTY company may have one but is not required to appoint one (s204A(1)); secretary is appointed by directors; responsibilities include record-keeping...
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...his executive team. President Mack was looking for people to “shake up the culture.” With heavy resistance, he recruited Paul Nasr to be the Senior Managing Director in Capital Market Services. Paul was a highly regarded banker with over twenty years of experience. He knew that one of Morgan Stanley’s weak areas was Capital Market Services, an area where he had been successful in the past. Paul also knew that it would take more than a traditional corporate banker to penetrate this market. The Capital Markets Services(CMS) division, which has established as an interdisciplinary concern to address the issues of focused client attention and cross-divisional collaboration, required professionals who not only had domain specific industry knowledge but were also skilled at responding to client needs by designing products in collaboration with product specialists within Morgan Stanley. Market coverage professional to be compatible with the staff of other departments, but can't rely entirely on product designers, because they do not understand markets and customers, do not know the customer's needs. It is important to fully understand the market, product, and customer information in three areas and needs. That person must be energetic, aggressive and innovative. It was these requirements that led to the appointment of Rob Parson, a managing director at a smaller firm with connections to some of the players in banking and insurance industries, as market coverage professional. That’s why...
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...Mack and his executive team. President Mack was looking for people to “shake up the culture.” With heavy resistance, he recruited Paul Nasr to be the Senior Managing Director in Capital Market Services. Paul was a highly regarded banker with over twenty (20) years of experience. He knew that one of Morgan Stanley’s weak areas was Capital Market Services, an area where he had been successful in the past. Paul also knew that it would take more than a traditional corporate banker to penetrate this market. That person must be energetic, aggressive and innovative. That’s why he recruited Rob Parson. Rob developed relationships with the important players in the banking and insurance industries and a strong reputation. Rob is not easily discouraged or intimidated and knows what it takes to get the job done. His drive and ambition allows him to connect with his clients but sometimes distances him from his co-workers. The position that Paul needed to fill was difficult to perform and had a very high turnover rate. He thought that Rob was the perfect person to fill that billet. Rob accepted the position with the understanding that there was a potential for growth because the effort was in need of repair and that the Morgan Stanley had done very little business in Capital Markets. Paul implicitly promised Rob a promotion to managing director during recruitment. Rob never thought that he would have to tip-toe on egg shells when dealing with co-workers. The new president wanted people who...
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