...IFRS The Changeover A Guide for Users of Financial Reports A Canadian Performance Reporting Board Publication IFRS The Changeover A Guide for Users of Financial Reports A Canadian Performance Reporting Board Publication The IFRS Changeover — A Guide for Users of Financial Reports Copyright © 2010 The Canadian Institute of Chartered Accountants 277 Wellington Street West Toronto ON M5V 3H2 www.cica.ca ISBN 978-1-55385-512-5 Printed in Canada Disponible en français July 2010 i PREFACE This guide is published by the Canadian Performance Reporting Board (CPRB) of the Canadian Institute of Chartered Accountants. Its purpose is to provide a perspective for users of external financial reports on matters arising from Canada’s imminent change in accounting standards for public companies. Members of audit committees and preparers may also find this guide a useful reference. For fiscal years commencing in 2011 and thereafter, Canadian GAAP for most public companies will transition to International Financial Reporting Standards (IFRSs). These global accounting standards should improve international financial reporting comparability in an increasingly global business environment. The conversion to IFRSs will potentially result in a myriad of changes in an entity’s financial statements, and, therefore, its performance metrics. In some cases these changes will have no material consequences. In others, however, the changeover will have a material impact...
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...stays the same and he remains below the cap. So there’s neither an income effect nor a substitution effect. Under proposal B, the Social Security tax rate Fred faces would rise to 13% from 10.4%, so Fred’s after-tax wage rate declines and there’s both an income effect and a substitution effect. The income effect leads Fred to work more, since the higher tax leads to a reduction in Fred’s income. The substitution effect leads Fred to reduce his supply of labor, since the after-tax wage is lower, so there’s less reward to working. Whether Fred will supply more labor or less labor under proposal B will depend on whether the substitution effect is stronger or weaker than the income effect. Part B: Unemployment Insurance 1. State the maximization problem of the household with the new budget constraint. Do not solve yet, but show that it is the same problem as the original one, with simply a different wage w1 and a different level of wealth or non-labor income a1, which you will both give (no derivations). [Hint: you just need to rearrange terms in the budget constraint and identify the constant term and the term that depends on N.] MaxC,N U(C) + V(Ñ – N) subject to...
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...(k + 1) or more objects are placed into k boxes, then there is at least one box containing two or more of the objects. Example 1: If there are 11 players in a soccer team that wins 12-0, there must be at least one player in the team who scored at least twice. Example 2: If you have 6 classes from Monday to Friday, there must be at least one day on which you have at least two classes. The Pigeonhole Principle The generalized pigeonhole principle: If N objects are placed into k boxes, then there is at least one box containing at least [N/kl of the objects. Example 1: In our 60-student class, at least 12 students will get the same letter grade (A, B, C, 0, or F). If (k + 1) or more objects are placed into k boxes, then there is at least one box containing two or more of the objects. If N objects are placed into k b oxes, then there is at least one box containing at least [N/kl of the objects. Proposition PHP1. (The Pigeonhole Principle, simple version.) If k+1 or more pigeons are distributed among k pigeonholes, then at least one pigeonhole contains two or more pigeons. Proof. The contrapositive of the statement is: If each pigeonhole contains at most one pigeon, then there are at most k pigeons. This is easily seen to be true. The same argument can be used to prove a variety of different statements. We prove the general version of the Pigeonhole Principle and leave the others as exercises. Proposition PHP2. (The Pigeonhole Principle.) If n or more pigeons are...
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...ringent scale. MCPS currently uses a mostly seven‐point scale, whereas districts like Albemarle and Fairfax use a mostly ten‐ point scale. Essentially, the concern was that in some cases students in MCPS could be unfairly compared to a student in a district that uses a ten‐point scale. For example, if Student A from MCPS and Student B from Fairfax both earned grades of 92 they would equate differently in terms of GPA (MCPS=B+ and Fairfax=A‐). If these students were compared for something like college admissions the MCPS student could be viewed as weaker in terms of GPA even though the percentage grade is the same. At first glance, the decision to change to a ten‐point grading scale seems simple. However, the issue is much more complex than simply comparing scales of surrounding districts and choosing the one that fits Madison. A change in scale could enhance the possibilities for MCHS students. It is important that MCPS provide students with an accurate picture of their performance based on federal, state, and local standards. To be sure that this is done, it is important to understand all the facts surrounding our current grade scale, other...
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...Differences n Personality Dimensions n The “Big 5” Dimensions n Narcissism n Linguistic Style and Gender Rapport vs. Status in social dynamics n Conversational rituals n Negotiating Authority n + Personality Dimensions n Take short online test: http://psychcentral.com/quizzes/personality.htm + Personality Dimensions – Clicker Poll n A. Openness to experience n B. Conscientiousness n C. Extroversion n D. Agreeableness n E. Emotional Stability + Personality Differences n The “Big 5” Personality Dimensions n Openness to experience – (inventive/curious vs. consistent/cautious). Appreciation for art, emotion, adventure, unusual ideas, curiosity, and variety of experience. Openness reflects the degree of intellectual curiosity, creativity and a preference for novelty and variety. Some disagreement remains about how to interpret the openness factor, which is sometimes called "intellect" rather than openness to experience. n Conscientiousness – (efficient/organized vs. easy-going/careless). A tendency to show self-discipline, act dutifully, and aim for achievement; planned rather than spontaneous behavior; organized, and dependable. n Extroversion – (outgoing/energetic vs. solitary/reserved). Energy, positive emotions, urgency, assertiveness, sociability and the tendency to seek stimulation in the company of others, and talkativeness. n Agreeableness...
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...Hi k;v;jsflvn v lsjf sfk m d flcsdlj lj hjon oiuj h j ndsaojhasdounkjsd oinbsvjkc jaoihjosncvaokdhjcvnkjcj kjnc oin liadsjcaenj ojn djh ckj ndcjio co j ijmo jioji oij oij oij ij jio ijo jio ijo kij n n n n n nn nn n nn nn n nn n n n n n n nn n n nn n n n n n n n n nk, km e dae d c dgv sf dvc sa c esc dsa ac sadfknm f fv d c d c s c ddc d vs v asf gvf know I will get hate on this so yeah. Music doesn't have a meaning anymore. Music is just a thing that you can listen too when you're having sex and just think about sex. Kids in this generation? No, more like "adults" this generation. I swear to god, I feel bad for kids. All they hear is sex, sex, and oh look, more sex! I could care less on what women wear. That's their buisness, but what people get upset about is that there is just a fine line between "g know I will get hate on this so yeah. Music doesn't have a meaning anymore. Music is just a thing that you can listen too when you're having sex and just think about sex. Kids in this generation? No, more like "adults" this generation. I swear to god, I feel bad for kids. All they hear is sex, sex, and oh look, more sex! I could care less on what women wear. That's their buisness, but what people get upset about is that there is just a fine line between...
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...business performance. To learn more about how Mercer’s depth and breadth of talent management solutions and global resources can benefit your organization, please contact your local Mercer office or visit us at www.mercer.com/humancapital. Contents Creating a talent strategy to drive engagement in China 1 Developing a talent strategy to engage and up-skill staff 3 Developing a highly skilled workforce during rapid growth 5 Implementing lean manufacturing processes for a services-based organization 7 Designing a talent strategy through a three-day summit 9 Creating a "best fit" talent strategy to close skills gap 12 About us 15 About Mercer About Mercer’s talent management services and solutions Creating a talent strategy to drive engagement in China A global pharmaceutical company had committed to a growth and expansion strategy for emerging markets – China being central to this strategy. While business plans had been rigorously developed and agreed by the board, the organization believed its talent management practices were less robust. To ensure the organization would be successful in China, it knew its talent strategy had to be better aligned to ensure it had a pipeline to meet its goals both now and in the future. Challenge An additional challenge was that this organization operated five unique operating companies (OpCos) each with its own HR programs and practices, creating more complexity around agreeing a way...
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...Unit 2 Assignment 2: Budgeting Page 27: Exercise 3-1 Salary Wage per year: $31,000 Interest income per year: $10.00 Other income per year: $500.00 Total annual income: $31,000 Total monthly income: $2,583.33 |Date: |Amount Spent: |Item Bought: |Payment Method: | |12/21/12 |$28.35 |Direct TV Bill |Check | |12/21/12 |$45.01 |7 Eleven (gas) |Debit Card | |12/24/12 |$29.65 |Medicine |Debit Card | |12/26/12 |$33.91 |Clothes |Debit Card | |12/26/12 |$25.44 |Shoes |Debit Card | |12/26/12 |$25.31 |Clothes |Debit Card | |12/27/12 |$18.01 |Groceries |Debit Card | |12/27/12 |$2.22 |Food |Debit Card | |12/28/12 |$1.58 |Coffee...
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...values) / n Where n = SUM(weights) Median =MEDIAN() Mode =MODE() Range =MAX()-MIN() Class Width =range / number of classes All Versions of Excel Excel 2010 Variance Sample: =VAR() =VAR.S() Population: =VARP() =VAR.P() Standard Deviation (SD) Sample: =STDEV() =STDEV.S() Population: =STDEVP() =STDEV.P() Or,=SQRT(variance) Or, =variance^0.5 Skewness =3*(AVERAGE() - MEDIAN()) / SD Coefficient of Variation =SD / AVERAGE() * 100 Em. R 1)68 2)95 3)99.7 lower value : higher value Lower = mean – stdev (2)(3) Higher= mean+stdev (2)(3) Grouped Data Weighted Mean: =SUMPRODUCT(frequencies,class midpoints)/n Where n = SUM(class frequencies) Median: class that has middle frequency: =(n+1)/2 Variance: =SUMPRODUCT(frequencies, deviations) / (n-1) Where deviations = (midpoint - mean)^2 Population is same except divide by n. SD: =SQRT(variance) Chebyshev = 1 - 1 / k^2 Where k = number of standard deviations Percentile i = percentile/100 * n Round up if decimal; average if whole. N= # of data values, Whole # = average it out IQR, Outliers = Q3 - Q1 Upper Outlier =Q3 + 1.5 * IQR (75) Lower Outlier =Q1 − 1.5 * IQR (25) Probability P(A) P(A or B) = A / Total = P(A) + P(B) - P(Both) P(A and B) P(A and B) P(A | B) P(A | B) = P(A) * P(B) = P(A) * P(B|A) = P(A and B) / P(B) = P(A|B)*P(B) P(A|B)P(B)+P(A|Bc)P(Bc) = P(B|A)*P(A) / P(B) Independent Dependent Conditional Bayes' Rule Permutation =PERMUT(n,r) (N=count of data...
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...Evaluation and Marketing Recommendations for In-N-Out Background In-N-Out Burgers, Inc. is a regional chain of fast food restaurants with locations in California and the American Southwest. It was founded in 1948 by Harry Snyder and his wife Esther, and today its headquarter is in Irvine. In December 12, 2013 In-N-Out had over 18,000 staff and 290 locations expand to Phoenix, Arizona; Draper, Utah, Dallas and Texas. In-N-Out Burger refused franchising business to avoid the high quality food and service decreasing by the rapid business growth. Therefore, In-N-Out restaurants have developed a high loyal customer base and relatively high revenue as $625 million in year 2012. In-N-Out becomes more and more popular in nowadays, it’s Double-Double ranked #1 fast food burger in America. In this evaluation paper, I will use analysis on 4P and surveys to evaluate In-N-Out’s marketing strategy and come up with my individual recommendations to promote In-N-Out’s future operations. Analysis and Evaluations Analysis on 4P Marketing strategies are often designed to influence customers’ decision-making and lead to profitable exchanges. In this way, we will analyze In-N-Out from product, price, promotion and place. Product. In-N-Out is mainly to provide customers the fresh hamburgers, fries and shakes. The one and only focus is burgers--not chicken, fish, or salads. It’s famous for the drive through service. The restaurant menu is quite simple which is easy for people to make the consume...
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...Acknowledgements The authors wish to thank the entire OII team for their support of OxIS research. Our particular thanks to Prof. Helen Margetts, Dr Rebecca Eynon and Martin Dimov for their contributions to this report. We also wish to acknowledge Kunika Kono and David Sutcliffe for their design and editorial support of this report. For their early contributions to OxIS we would like to thank Prof. Richard Rose, Dr Adrian Shepherd, and Dr Corinna di Gennaro. All have helped shape the evolution of this research. We are grateful for the support of OxIS 2007 by the Higher Education Funding Council of England (HEFCE) and sponsorship of the OxIS 2007 Survey by The British Library, Cisco, Ofcom, and Talisma. Our colleagues from these sponsoring organisations have made valuable comments, helping to ensure that OxIS continues to address enduring as well as emerging issues of policy and practice. Please cite the source of text and data excerpts as: Dutton, W. and Helsper, E.J. (2007) The Internet in Britain: 2007. Oxford Internet Institute, University of Oxford (Oxford, UK). © The University of Oxford for the Oxford Internet Printed copies can be ordered from the enquiries assistant at: enquiries@oii.ox.ac.uk. Copies cost £5 each (to cover the cost of postage and handling). All orders should be sent along with full payment in UK Pounds Sterling to: Oxford Internet Institute, University of Oxford, 1 St Giles, Oxford OX1 3JS, United Kingdom. Please do not send cash. Cheques should be drawn...
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...Establish and Manage Your Home Lawn The home lawn and turf areas surrounding churches, parks, and office buildings do more than just serve as pleasant green backdrops. The grass plants that make up the lawns serve as miniature air-conditioners and pollution-abatement centers. On a block of eight houses, the front lawns have the cooling effect of 70 tons of air-conditioning. The plants, in transpiring water to cool themselves, also cool the surrounding area. Roughly 50 percent of the heat striking a turf area is eliminated by transpiration. When the temperature of the sidewalk is 100 °F, the temperature of the adjacent turf remains near 75 °F. This cooling may last into the night, with studies showing a 13-degree cooling at 9 p.m. This air-conditioning is not free, however. An average 5,000-square-foot lawn transpires about 3,000 gallons of water on a hot summer day. If this water is not supplied by rain, it must be applied by some other means. Turfgrass also functions as a noise barrier. Studies at the Riverbank Acoustical Laboratory in Geneva, Illinois, found Kentucky bluegrass turf more sound-absorbent than a heavy carpet on a felt pad. One of the most significant byproducts of a living, green backdrop is its effect upon the atmosphere. A 250-square-foot lawn produces enough oxygen for a family of four. The average lawn traps significant amounts of carbon dioxide, peroxyacetyl nitrates, and ozone, as well as particulate matter. A most important effect is the prevention of soil...
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...Bernard Montgomery, British Field Marshal What must everyone know about character? Actions are the Real Indicator of Character n Talent is a Gift, but Character is a Choice n Character Brings Lasting Success with People n Strong Character is the Foundation on which to Build Success n 2 2. Charisma : The First Impression Can Seal the Deal “How can you have charisma? Be more concerned about making others feel good about themselves than you are making them feel good about you.” ~Dan Reiland, Vice President of Leadership Development, INJOY “When it comes to charisma, the bottom line is othermindedness. Leaders who think about others and their concerns before thinking of themselves exhibit charisma.” ~John C. Maxwell 3 3. Commitment: It separates Doers from Dreamers n n n n To the boxer, it’s getting off the mat one more time than you’ve been knocked down. To the marathoner, it’s running another ten miles when your strength is gone. To the solider, it’s going over the hill, not knowing what’s waiting on the other side. To the leader, it’s all that and more because everyone you lead it depending on you. Improve your Commitment Look at how you spend your time, are you really committed or do you just say you are? n Know what’s worth dying for. n Practice the Edison method. Make your plans public, then you might be more...
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...UNIVERSITY OF SUNDERLAND RESEARCH PROJECT Research project on how Ninomaxx can attract customers to purchasing its clothing online Nguyen Thuy Dai Trang 12/19/2014 Words count: 9730 1 TABLE OF CONTENTS I. ACKNOWLEDGEMENTS: ..................................................................................................... 3 II. ABSTRACT: ............................................................................................................................... 4 III. INTRODUCTION: .................................................................................................................. 5 IV. RESEARCH BACKGROUND: ............................................................................................ 6 V. STATEMENT OF PROBLEM: .............................................................................................. 9 VI. RESEARCH OBJECTIVES: ............................................................................................... 10 VII. RESEARCH QUESTIONS: ............................................................................................... 10 VIII. RESEARCH METHODOLOGY: ................................................................................... 11 1. RESEARCH APPROACHES: ................................................
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...KHALID ABDOOL 13005239 IIE BCOM 1 GROUP 3 06 OCTOBER 2014 MARKETING ASSIGNMENT Question | Page | 1 | 1 | 2.1 | 2 – 3 | 2.2 | 3 – 4 | 2.3 | 5 | 3.1 | 6 | 3.2 | 6 – 7 | BIBLIOGRAPHY | 8 | Question 1: Q1.1 Pick n Pay is a store with many outlets around the country. It’s a retail store, which is a family favourite due to their variety of goods for their consumer’s households. Their brand is very unique and easily identifiable by its blue and red logo. Its slogan is famous because it makes the consumers feel as if their retail business exists and runs due to their contributions for Pick N pay’s goods. Pick n Pay make their own brand by packaging their products in plastics that abbreviate Pick n Pay’s name as PnP. The new Pick n Pay logo brought about a new change with different features that attracts consumer’s eyes and brings them to the business to shop. We also know that Pick n Pay used a rebranding strategy, which brought a transformation of the whole business. Pick n Pay’s rebranding activity is the biggest undertaking in South Africa as it has proven to be very successful for the company. Pick n Pay works hand in hand with a local packaging company in order to package product with their brand name on it. The brand adds value to the organisation because consumers feel the retailers brand is of better quality and therefore this brand adds value to the organisation because it attracts consumers, brings in customers thus increasing in profits for the business...
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