...I’m currently site manager of F, My responsibilities in relation to managing customers are: Providing an exceptional service – Fast process of orders and a speedy delivery. Value for money – Looking over and maintaining accounts/prices. Complaints – Responding to complaints in a timely manner with a positive solution. Communication – Making sure customers details are up to date. Day to day actions – Account payments, order processing, setting up new accounts and general customer enquiries. Conduct an environmental scan of the business environment in which your organisation operates. 1.1 Political Predominately Flogas is a gas company (all in the name) which started off in 1984 then expanding with the acquisition of Alta Gas in 2001, British Gas in 2002 (bottled gas only) then BP LPG in 2013. Flogas has a number of sites throughout the UK, Sweden, Norway, Belgium, Netherlands and Ireland. Flogas has a number of competitors throughout the UK. As for me being site manager of St Austell covering the whole of Cornwall with deliveries, Calor is my main competitor. They are very similar to Flogas, having 1 main depot based in Truro and having a number of small stockiest/dealers throughout Cornwall. Flogas as a company has a 33 percentage of the market, where as Calor have 52 percent. There are other companies in this which make up the other 15 percent. As a rule, 1 company is not allowed to own more than 60 percent of the market due to certain laws and regulations...
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...about quality and service. Although obvious, however, many people tend to assume same quality at home can be achieved automatically in any remote factory. This assumption could cost you a fortune. Take a look at this illustration. Without comparing our works, you might think the first two prototypes were OK, right? Not really if you look further. Common seen quality problems in production The reality is, there are always good and bad manufacturers, home and overseas alike. This isanother example showing some mistakes commonly seen. Generally, problems in product quality include: * Lousy design: it can be deed wrong to assume that factory would know exactly what you want and correct your errors automatically. No, we don't; we tend to think your lousy designs as cute, stylish, and will keep that way * Low class prototype: lack of likeness and details, disproportional, wrong structure, low artistic value * Cheap mold quality: inaccurate, rough, cut details * Bad molding: twisting, bubble, breakage, scratch, chip-off, excessive shrinkage * Improper polishing: uneven, rough, excessive sand-off * Poor painting: overlapped stain, uneven paint, missing paint, mismatching color, poor looks Difference in quality control Besides product quality, there are differences in prototyping capacity, production capacity, integrity, and attitude toward serving customers' needs. Our factories are equipped with the technology, facilities, and services that meet high standards...
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...ASSIGNMENT COVER SHEET | | Assignment Title | Building and leading effective teams Managing Parts Trade Sales & Service Sales | | Date: | 18 August 2015 | Name: | Brigette Rowlands | Dealership: | South East Auto BMW | Dealer Principal: | Martin Raven | E-mail Address: | Brigette.lyons1@bmwdealer.co.za | Mobile Number: | 082 437 9042 | Landline: | 011 776 6300 | Facilitator: | Elize Shaw | Table of Contents 1. Executive Summary 4 1.1 Mission & Vision Statement 4 1.2 Company Summary 4 1.3 Management Team South East Auto 5 1.4 Success Stories 5 1.5 My Journey in the Motor Industry 6 1.6 Aftersales at South East Auto 7 1.7 Objective of the Assignment to Improve Parts & Service Profitability 7 1.9 Parts SWOT Analysis 9 2 Parts Department Balance Score Card July 2015 10 3 Sourcing business-to-business Prospects 11 3.1 Telephonic contact 11 3.2 Personal visits 11 3.3 Internet Leads and join automotive groups 11 3.4 Brochures/Flyers...
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...challenges do services present that manufacturing does not? The managerial challenges that service present for clients are to be successful in product and services design, Organization must be continually aware of that customers want, what the competition is doing, what government regulation are, and what new technologies are available. Moreover, some other challenges that services has to administer is to continually maintain motivation, having improving ideas, and up holding organizational capabilities and forecasting. Variability is a big concern in most aspect of business operations and it is particularly so in the design of service systems. Requirements tend to be diverse, both in terms of differences in what customers want or need, and in terms of the timing of customer request, for example focusing on the operation from the customers perspective, considering how client expectations and perceptions are managed during and after the service. Furthermore, jobs in service environment are often less structured than in manufacturing environments, customer contact is usually much higher in service, worker skill level are low compared to those of manufacturing workers, this is a fact in many services. Services are adding many new workers in low skill, entry level positions and service performance can...
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...The presence of fraud in the insurance industry is not an unknown one. Health insurance seems to have large number of these fraud cases. A larger point of concern is that as per statistics, 90% of the insurance frauds come from health policies itself. Since the key motive for every fraud is financial profit, there are no exceptions to the people who are involved in it. The involvement of these people in these cases could range from the customer, to the agent, member of hospital in question, or even the employee of the insurance company itself. COMMON OCCURRING FRAUD IN THE INDUSTRY Health frauds can be broadly divided into hard frauds and soft frauds. Each of these categories consists of situations ranging from misinterpretation of facts, to fabrication of documents, and even situations including inflation of claims. Here are some of the malpractices that the industry comes across: * Misrepresentation of facts: This is one of the largest frauds; a case qualifies as misrepresentation when the applicant is completely aware of inaccuracy of the statement provided. The most commonly falsely stated details are regarding the details of medical condition, incorrect personal details such as name, age, identity or even information such as medical history, past claim information and so on. * Fabrication of documents: It is commonly noticed that it often acts as frequent form of fraud related activities that the industry is facing now a days. These documents range from those regarding...
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...Running head: Managing Service Supply Relationships. Managing Service Supply Relationships Danny Lingham Glion Institute of Higher Education Managing Service Operations in the Evolving Business Environment Word Count 2,514 Statement of Authorship I certify that this assignment is my own work and contains no material, which has been accepted for the award of any degree or diploma in any institute, college or university. Moreover, to the best of my knowledge and belief, it contains no material previously published or written by another person, except where due reference is made in the text of the work. I also understand that under no circumstances should any part of this assignment be published, including on the Internet, or publicly displayed without receiving written permission from the University. Signed Student number E00010312 Name Danny Lingham Managing Service Supply Relationships Executive Summary In today’s global environment, companies are able to leverage their competitiveness through service supply relationships. Outsourcing is key for a company’s survival. With the increases in costs levels through the market segments, companies are able to leverage economies of scale by lowering costs and at the same time maintain a presence in the market. Through technological advances, the world has become well connected. As such, interdependencies and inter-cultural...
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...GD GOENKA WORLD INSTITUTE Module-gmsi402 MANUFACTURING OPERATIONS AND MANAGING SERVICES SUBMITTED TO SUBMITTED BY Mr. S. Dass NITIN KANT BHARDWAJ ACKNOWLEDGEMENT I would like to express my gratitude towards my coursework in charge Mr S. Das under whose guidance and support I completed my coursework successfully on time. INTRODUCTION The case I am provided with is about the natural calamities that occurred in Japan on March 11, 2011. The disasters that took place in Japan include a 9.0 magnitude, Tsunami waves as high as 40 metres travelled up to 10 kilometres and three nuclear reactors at Fukushima Dai-ichi faced Level 7 meltdowns. The impact of this combined disaster was so devastating that it left more than 25000 people dead, injured or missing. Big players of automobile industry such as Nissan, Honda and Toyota got highly affected by the disaster. The case mainly focuses on Nissan, the impact of earthquake on the company and how it responded to the calamity. The company took various protective steps to achieve the momentum of business operations back along with making remarkable flow of income and generating fair revenues at the time of calamity to make situations normal. Q1. The case identifies several aspects of the Nissan response that were particularly beneficial. Expand on the points made...
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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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...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 the first...
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...Development Asia Type LLC Industry Financial 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...
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...CSP HOLDING BHD 9426-T MINUTES OF BOARD OF DIRECTORS’ MEETING Minutes of the CSP Holding Bhd meeting held at Bilik Seminar Bunga Raya, Level 10, Office Tower, No.3,Jalan Nagasari (Off Jalan Raja Chulan), 50200 Kuala Lumpur on Monday, 5th May 2014 at 9.00 a.m. Present : Y. Bhg. Tan Sri Wahid Jalil (Chairman) Y. Bhg. Dato’ Zahir Ahmad (Managing Director) Mr. Yeoh Wai Siaw (Non-independent Executive Director) Y. Bhg. Tan Sri Dato’ William Lim (Independent Non-Executive Director) Y. Bhg. Dato’ Hardi Yusof (Independent Non-Executive Director) Mr Heah Sieu Low (Independent Non-Executive Director) Dato Aisyah Syed (General Manager of CSP Fasteners’) Mr Azim Rahmat (General Manager of Maya CSP Sdn Bhd) Wong Kar Chun (Auditor) Ms Loh Ai Lin (Secretary) Apologies : Mr George Siong Chee Sook (Independent Non-Executive Director) CHAIRMAN FOR THE MEETING Tan Sri Wahid Jalil took his place and declares the meeting duly convened once the requisite quorum was present. DIRECTORS REPORT, AUDIT REPORT AND CONSIDERATION OF ANNUAL REPORT That the Audited report of the Company for the year ended 31 December 2013 together with the Reports of the Directors and Auditors thereon be hereby received and noted. DECLERATION OF DIVIDEND That there is no final dividend for year 2013 as recommended by the director is hereby approved. ELECTION OF DIRECTORS IN PLACE OF THOSE RETIRING It was resolved...
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...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 Telephone : (03) 2264 3883 Facsimile : (03) 2282 1886 E-mail : is.enquiry@my.tricorglobal.com Auditors KPMG Seow Thiam Fatt (Chairman) Dato’ Ng Mann Cheong Dato’ Haji...
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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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...The proposal was duly considered important as Juices Ltd operated an apple and pear juice producing business and owned ore hands around Australia and the juice container manufacturing business can provide Juice Ltd’s juice containers to the customer who already falls under Juice Ltd’s target market. In order to broaden the domain of its business the proposal was put forward by Chen who is a non executive director of the company though all the board members were suppose to be present in the board meeting else one of the non executive director could non- attend the meeting as on the same day and time she met with an accident and broke her arms and unable to receive treatment from the emergency department of the local hospital. The company managing director Uma was authorized the chairman Jack to acquisition within 10 minutes. Though the company’s chief financial officers Isaacs financial report was presented on the impact of the acquisition but unfortunately he was forbidden to participate in the board meeting and gain or deliver any views in regards to the business proposals. Though it was decided in the meeting to approve the acquisition and signing up of the contract by Uma to look took over the business on behalf of Juice’s lacking was detected in wrong financial analysis of $48 million purchase price which was an improper and over channelization of company’s fund. Moreover it was also revealed that the board of directors was not aware of the fact that most of the shares newly...
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...CORPORATE WORLD Clause 49 of Listing Agreement on Corporate Governance —Dilip Kumar Sen SEBI has revised Clause 49 of the Listing Agreement pertaining to corporate governance vide circular dated October 29, 2004, which supersedes all other earlier circulars issued by SEBI on this subject. The article highlights important changes in the corporate governance norms. C lause 49 of the Listing Agreement, which deals with Corporate Governance norms that a listed entity should follow, was first introduced in the financial year 2000-01 based on recommendations of Kumar Mangalam Birla committee. After these recommendations were in place for about two years, SEBI, in order to evaluate the adequacy of the existing practices and to further improve the existing practices set up a committee under the Chairmanship of Mr Narayana Murthy during 2002-03. The Murthy committee, after holding three meetings, had submitted the draft recommendations on corporate governance norms. After deliberations, SEBI accepted the recommendations in August 2003 and asked the Stock Exchanges to revise Clause 49 of the Listing recommendations and the same was put up on SEBI website on 15th December 2003 for public comments. It was only on 29th October 2004 that SEBI finally announced revised Clause 49, which will have to be implemented by the end of financial year 2004-05. These revised recommendations have also considerably diluted the original Murthy Committee recommendations. Areas where major changes...
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