...Chapter 1 Lecture Notes * Selective Attention * What kind of attention span * How do other people pay attention to what you’re saying * Filters * 5 or 6 * Understand diff filters * How do people use/abuse them * “I know better” * “it’s not my fault” * Inadequate Feedback * Working with friends, ask question about item, “huh/yes/no” not enough information to carry on responsibility * In business world- supervisor/boss doesn’t give clear/clean instructions * Don’t get adequate feedback * How to deal with/how to help other people do a better job of communicating * Listen carefully, find out what real problem is * Words mean different things to different people * Rich’s example: The word “material” * Means significant, more than 10% of an item * His colleague: means any tangible item that you were putting on a product * Resistors, deciding how many to buy, “don’t need to worry about this, it is material? * Meant significant to rich, meant tangible to gary * Understand where people are coming from, background * Do not rush to resolve conflict * Identify conflict, listen to all parties position on the conflict, call timeout, come back x hours later when people have had a chance to think about it * Status Quo * People who do not want to change, think in status quo * Others...
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...JetBlue Airways: Managing Growth Chathura Wathuge 103739845 75-498-02 Problem Airline industry is a highly unpredictable industry with much complexity. The main problem JetBlue is facing is how to manage its growth with the unpredictable nature of the industry and high expenses in the industry. Another issue is how to handle the complications that arise from the introduction of the new E190 planes. The CEO, David Barger must decide on the best way to slow down the capacity growth of the airlines, so that the company won't grow itself to death. External Environment Industry The airline industry is a part of the overall transportation industry and it encompasses of low-cost carriers (LCC) and legacy carriers. JetBlue mainly compete in the category of low-cost carriers and it conducts both domestic and regional operations. It is a very competitive industry to enter or exit because of the expensive nature of the industry. A firm that tries to enter the industry will have to make substantial capital investments in order to compete in the industry Key Success Factors * Cost leadership - Cost leadership in this industry is vital. By obtaining cost leadership, an airline is able to offer its customers lower rates. * Customer service - Offering an excellent customer service is crucial in the airline industry. This also includes trying to accommodate all customer needs and wants, in relation to his/her travel requirements. * Employee relations - A firm's human...
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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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...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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...A CASE STUDY ON MANAGING GROWTH AT SPORTSTUFF.COM A group case report during the class IOM 581 – Supply Chain Management Prof. Sosic Greys UNIVERSITY OF SOUTHERN CALIFORNIA SPRING 2013 SportStuff.com SportStuff.com was founded by Sanjay Gupta in 1996. This business supplied sports equipment for children. Children tend to outgrow their size in no time. Hence, parents had to discard the sports equipment every now and then. SportStuff.com sold used equipment from other customers and surplus equipment from manufacturers over the Internet. Sanjay received enough capital from venture capitalists and could offer a wide variety of products. As the demand began to grow rapidly, Sanjay had to come up with new strategies for warehousing. Initially starting with one warehouse in St. Louis, he had to lease more space within the same warehouse to meet the demand. Demand has been growing rapidly since 1999 and Sanjay needed a new plan. He has a few options including leasing more warehouse space in St. Louis or finding other potential locations across the United States. The next 3 years were predicted to have a growth rate of about 80% per year. A serious supply chain redesign was needed soon; otherwise costs would far exceed the growing demand and revenues. Leasing a warehouse involves fixed and variable costs. Fixed costs are based on the size of the warehouse itself. Variable costs depend on the actual quantity that was shipped through the warehouse. Additionally, he can rent...
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...Case Analysis Research in Motion: Managing Explosive Growth Introduction Since its humble beginnings in 1984, Research in Motion has come a long way. By 2008, with a market capitalization of close to 70 billion, it was poised to become one of the largest companies in Canada and the stage was set for it to become a near monopoly in world mobile communications market. RIM’s product – Blackberry had taken the world by storm (pun intended, since Blackberry Storm is one of RIM’s most profitable product), and the word “crackberry” had become synonymous with the workaholic professional. Yet, as the mobile telephony market for professionals started showing promise, RIM found itself besieged numerous competitors all over the world. RIM had a distinct first mover advantage in the market and was well known for its ultra-secure enterprise software. However, this advantage was rapidly eroding in the face of high R&D investments from RIM’s largest competitors such as Nokia, Apple, and Microsoft. This was problematic as it foreshadowed the question of whether or not RIM was well positioned to continue to meet expectations, deliver award-winning products and services and maintain its lead in the smartphone market. Oftentimes, Wall Street expectations for technology driven companies were also linked to the technology spend and RIM was clearly not ahead of the game in terms of this metric. Just to maintain status quo, it was clear to RIM’s CTO, Mr. David Yach, that he would need to...
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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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...Submitted To Mahbub Hossain Course: brand and product management American International University – Bangladesh (AIUB) Submitted By Khan Samara Salsabeel #07-09162-2 . | | Mr. Mahbub Hossain Course Instructor Brand and Product Management, sec-A Subject: STARBUCKS CORPORATION: Managing high growth brand. Dear Sir, We are grateful to you for giving us the chance to work on this case study. We would also like to express gratitude to you for your gracious cooperation and valuable guidance for preparing the report. Sincerely, Khan Samara Salsabeel (07-09162-2) Sadia Rezwana (07-09013-2) Kazi Masum (08-09933-1) Mohammad Abdul Kader (08-11783-2) In 1971, Seattle entrepreneurs Jerry Baldwin, Gordon Bowker and Zev Siegl first opened Starbucks in Pike Place Market. At that time, Country’s major coffee brands were engaged in price war, therefore they were forced to use cheaper beans in their blends to reduce costs. As a result there was a decline in coffee consumption. To harness the potential of the gourmet coffee trend in the Seattle area, the founders of Starbucks experimented with...
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...1. Vision and Mission Statement: Vision: To be recognized as the world’s best telecommunication and wireless devices company, by infinite the possibility of the innovation and creation to produce our product and software devices; to ensure and enhance product quality as well as to satisfy our customers’ unlimited demand in future. Mission: Research In Motion (RIM) is a leading designer, manufacturer and marketer of innovative wireless solutions for the worldwide mobile communications market. Through the development of integrated hardware, software and services that support multiple wireless network standards, RIM provides platforms and solutions for seamless access to time-sensitive information including email, phone, text messaging (SMS and MMS), Internet and intranet-based applications. RIM technology also enables a broad array of third party developers and manufacturers to enhance their products and services with wireless connectivity to data. 2. Environmental scanning and competitor analysis summarized in EFE and CPM matrices. EFE Matrix Opportunities | Weights ( 0-1) | Responses (1-4) | Weighted Score | 1.Global Market | 0.2 | 3 | 0.6 | 2.Joint venture with Universities (Co-op) | 0.05 | 3 | 0.15 | 3.New employees from Waterloo | 0.05 | 4 | 0.2 | 4.Direct wireless carriers around the world | 0.1 | 3 | 0.3 | 5.Acquisition | 0.1 | 2 | 0.2 | Threats | | | | 1.Competing with other companies | 0.1 | 2 | 0.2 | 2.Local Law and regulation | 0.1 | 3 |...
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...Manager’s Job in Context Contents Introduction……………………………………………………………………………………3 The organization……………………………………………………………………………… 3 Job Description of a manager in an organization......................................................................4 Organizational Structure...........................................................................................................6 Internal and external interactions of Managers.........................................................................8 Recommendation......................................................................................................................9 Conclusion...............................................................................................................................10 References...............................................................................................................................10 Introduction Organizations can be considered as a system which consists of a numerous number of people who coordinate and work together to achieve the common goal. Organizational behavior is the set of actions performed by the individuals or the attitudes of the individuals in a particular organization. For a manager it is very essential to study and understand the organizational behavior as it will assist him to identify and correct problems, establish necessary changes etc. Management or managers plays a vital role in organizational behavior and in achieving...
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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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...OLDTOWN BERHAD (797771-M) OLDTOWN BERHAD (797771-M) (Incorporated in Malaysia) (Incorporated in Malaysia) The Board of Directors (“the Board”) of Oldtown Berhad (“the Company”) recognises the value of good governance and believes that a high standard of corporate governance will deliver long-term sustainable shareholder value. The Board is committed to ensure good corporate governance practices are applied throughout the Company and its subsidiaries (“the Group”). This Statement sets out the key aspects of how the Company has applied the Principles and Recommendations of the Malaysian Code on Corporate Governance 2012 (“MCCG 2012”) during the financial year ended 31 March 2014 and any non-observation of the Recommendations of MCCG 2012, including the reasons thereof, has been included in this Statement. Principle 1 – Establish Clear Roles and Responsibilities 1.1 Clear Functions of The Board and Management The Board leads the Group and plays a strategic role in overseeing the Group’s corporate objectives, directions and long term goals of the business. The Board is responsible for oversight and overall management of the Group. The Board Committees are established to assist the Board in discharging its responsibilities. The Board delegates specific responsibilities to three (3) principal Committees, namely the Audit Committee, the Nomination Committee and the Remuneration Committee. All committees have written terms of references and operating...
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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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...RETAIL FOOD GROUP is a leading Australian retail food brand manager, franchisor and wholesale coffee roaster. It designs, develops and manages franchise systems and is the intellectual property owner and manager of the following retail and coffee brands: Donut King, Michel’s Patisserie, Brumby’s Bakery, Esquires Coffee Houses, bb’s cafe, Evil Child, Roasted Addiqtion and Barista’s Choice. For the 6th consecutive year since Listing (in June 2006), Retail Food Group continued to deliver enhanced performance and record outcomes for stakeholders. NPAT and EPS 6 year cumulative annual growth rates (cagr) of 35.8% and 24.2% respectively, reinforces Retail Food Group as an enterprise with franchise systems, business model and revenue streams capable of significant growth. NPAT Core NPAT EPS (Basic) 30 30 25 25 20 20 15 15 10 DPS 10 5 0 5 FY07 FY08 FY09 FY10 FY11 ($m) Revenue 140 FY10 FY11 0 ($m) FY07 FY08 FY09 FY10 FY11 FY08 FY09 FY10 FY11 (cents) Net Operating Cashflows Adj. Revenue 120 25 80 20 60 15 40 Net Debt Reduction 30 100 (cents) 10 20 0 5 FY07 FY08 FY09 FY10 FY11 ($m) FY10 FY11 0 ($m) FY07 FY08 FY09 FY10 FY11 ($m) Outlets Network Sales 700 600 1200 500 1000 400 800 300 600 200 400 100 200 0 FY07 FY08 FY09 FY10 FY11 ($m) 0 FY07 FY08 FY09 FY10 FY11 FY10 FY11 ($m) ...
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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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