...?Moncada, Dominic Joey Jr. C. BS EE 3 Explain the fundamental message of the Sacred Scripture on the Human Person The fundamental message is that the human person is a creature of God, and therefore possesses certain characteristics. Gen 1:27 explains that the human person was created in the image of God. Not necessarily physically in the image of God, but as a reflection of his traits and attributes. Since God has dignity, the human person also has dignity and thus is referred to as a someone, and not a something. God has several creatures, but he puts man at the top of the hierarchy. Man is also the only creature that possesses the privilege to provide a response of faith and love to his Creator, as opposed to animals and plants which cannot do such a thing. In what way is the existence of man constitutively related to God in the most profound manner? The human persons exists, not only to feed and breed and learn. But the human person exists because God himself, the Creator, made the human person such that he will look for Him during his entire life. More properly said, the whole of man's life is a quest and search for God. The human person was created by God to be in a relationship with Him, whether now or later in our life. That is a natural tendency of man; to look for God. That is the reason why ancient people worshipped nature and why modern people practice institutionalized religion: because there is always a need to look for God in a man's life. Some...
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...Group Interim Report Group Name Date submitted Client’s name Executive summary of the changes you are proposing with a rationale for the changes. Portfolio 1 Portfolio 2 SOURCE ----------------------- 27/10/2013 Group 20: Girls’ Power David King Markowitz portfolio theory (MPT) is a theory on how risk-averse investors can construct portfolios to optimize or maximize expected return based on a given level of market risk, emphasizing that risk is an inherent part of higher reward. According to Markowitz portfolio theory, investors attempt to maximize portfolio expected return by analyzing risk, return, correlation and diversification...
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...Privacy policies, code of ethics, insider trading policies. All the policies are consistent with each other. They all want their employees and board members to act ethically. They want their nonpublic information to stay private and prohibit insider information trading. vi. II. Corporate Governance a. Board of Directors i. Mostly External members. Jay Hoag- Technology Crossover Ventures. Timothy Haley- Redpoint Ventures. Ann Mather- MGM holdings Inc. Leslie Kilgore- Linkedln Corporation. Richard Barton- Zillow, Inc. A. Battle- Aspen Institute. Reed Hastings- Chair of board ii. Significant shares on the board are only held by Leslie Kilgore. Reed Hastings and Jay Hoag hold 0. iii. Publically traded iv. Richard Barton-2002 A. Battle-2005 Timothy Haley- 1998 Reed Hastings- 1998 Jay Hoag -1999 Leslie Kilgore- 2000 Ann Mather- 2010 b. Top Management i. Reed Hastings is the Founder and CEO. David Wells is the CFO. ii. Reed Hastings has been the CEO since 1998. He...
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...Competitive Intelligence At Lexis-Nexis Submitted to: Ms. Marian Pio Submitted by: Lourdes Andrada Paolo Garces Ji Hyeon Kim (Leila) Victor Kim Jevan Sugue Julia Valenzuela Koko Victory Table of Contents Background of the Company 3 Background of the Business Intelligence Undertaking: Challenge 5 Background of Business Intelligence Undertaking: Solution 6 Sources 6 Background of the Company As a market leader with a significant revenue base to protect, Lexis-Nexis certainly understand the value of competitive intelligence. A source of real time and archival information for 26 years, with 1998 revenues of $1.3 billion, the Lexis-Nexis Group provides customers with highly structured information tools. Our mission is to be the preferred provider of decision support information and services to professionals in legal, business, and government markets. We are comprised of companies operating either within Lexis Publishing (for the legal profession) or the Nexis business unit (serving business, government, and academic markets). Their brands guarantee access to information from authoritative sources, enriched with enhancements such as indexing, linkages, and segmentation. Lexis-Nexis is a large group, global organization with about 8,000 staff in 63 locations, and all 8,000 staff members have access to our CI tools through our internal corporate intranet. Lexis-Nexis have 1.8 million subscribers, excluding the two-thirds of the U.S. undergraduate...
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...Merrill Lynch The Dual Listings July 2002 EVENT DRIVEN & EQUITY ARBITRAGE SALES FOR INTERNAL USE ONLY Trades Examined: UK - Netherlands Reed Elsevier NV (REN NA) vs Reed Elsevier Plc (REL LN) Royal Dutch Petroleum (RDA NA) vs Shell Transport & Trading Co Plc (SHEL LN) Unilever NV (UNA NA) vs Unilever Plc (ULVR LN) UK - Australia BHP Billiton Ltd (BHP AU) vs BHP Billiton Plc (BLT LN) Brambles Industries Ltd (BIL AU) vs Brambles Industries Plc (BI/ LN) Rio Tinto Ltd (RIO AU) vs Rio Tinto Plc (RIO LN) Introduction: The purpose of this report is to provide a basic overview of the dual-listing environment, highlighting the nature of company structures involved, why the structures were adopted and how they work. Contents: Page 1. Frequently Asked Questions 2 2. Why do Dual Listed Companies Exist? 4 3. Dual Listing Structures 5 4. Currency Risk 6 5. Terminology 7 6. Factors Affecting Performance 8 Appendix 1: Stock Specific Data A.1 Reed Elsevier NV vs Reed Elsevier Plc 10 A.2 Royal Dutch NV vs Shell T&T Plc 12 A.3 Unilever NV vs Unilever Plc 14 A.4 BHP Billiton Ltd vs BHP Billiton Plc 16 A.5 Brambles Ind. Ltd vs Brambles Ind. Plc 18 A.6 Rio Tinto Ltd vs Rio Tinto Plc 20 Glossary of Terms 22 1. Frequently Asked Questions Q. What is a dual listed structure? Where a company is listed on two exchanges it is referred to as a...
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...Netflix Incorporated, Case Study Marketing 101-H1 Assignment 2: Case Study Analysis Group 4: Jagvir Bagri, Michael Catalfamo, Tina Hoang, Jason Rudzki Submitted to Dr. Youssef Ahmad Youssef Humber College Business School September 27, 2010 Introduction In the summer of 2011, the co-founder and chief executive officer of Netflix Inc. Reed Hastings, made the decision to separate the companies online streaming service from the DVD rental service. The DVD rental services mails out DVD’s to customers one video at a time and the streaming service allows customers to watch movies and television shows via the internet. Instead of charging each customer a flat rate for both services, as it had in the past, Hastings wanted to charge consumers for each service as its own separate entity. This meant each customer would now have two accounts (instead of one), pay considerably more in membership fees and still receive that same amount of content. Shortly afterwards, on July 12, 2011. Mr. Hastings, publicly announced the changes and informed his customers that they would come into effect in that coming September. In 2010, the business reported revenues of more than two billion dollars and had approximately twenty-million subscribers. After Hastings announced the split, his stocks fell by more than fifty percent from a one time high of more than three hundred dollars per market share. Stocks in Netflix continued declining quickly and before the end of the year, they...
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...Rondolph and reed Hustings Netflix reached 27 million subscribers at the end of January 2013.In the beginning when DVDs first came out to the market the CEO and one of the founder OF Netflix Reed Hustlings take this as an opportunity, The plastic disc small size and light weight make it cheap to send it through mail. Netflix takes advantage of the US postal services and send rental DVDs to customers through mail and accept returns the same way. With time Netflix has evolved into a company with reputation of low charge, unlimited movies without a due date, no late fees shipping or handling fees. Netflix then makes it more easier for costumers by introducing the online streaming options to watch movies at their on time when ever they are free. The online streaming allows subscribers to browse by many different categories, such as moods, qualities, story line, release dates, music, and cultures. Netflix search features are highly comprehensive making finding a film very relaxed and fun. If someone wants to watch a specific show but does not seems to remember the name of show it can be easily lookup by the starring actor. After selecting a title the online database of Netflix shows a DVD case and details about all the actors and actresses staring in the film/show. Environmental scan of Netflix. Internal Analysis Netflix vision and Mission Netflix does not have an Official published mission statement but at a conference in Dublin in Oct 2011 the co founder and CEO Reed Hastings...
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...smartphones and personal computers. The offer is only available to new customers. These tiers include 1-stream, 3-stream and 4-concurrent stream variants. All these are currently undergoing experiments. The 1-stream tier would cost customers $6.99 a month, a price which is $1 less than its standard version. This will enable subscribers play content on only one screen at a time (LA Times). The 3-stream tier will cost $9.99 a month and can stream video on three screens concurrently. Finally, the 4-stream tier which is the top tier which was announced sometime in April allows four streams at once at a cost of $11.99 per month (Shiller, 2013). In an interview after revealing their intention to change their pricing options, Netflix CEO Reed Hastings admitted that one price can fit all customers. This may be due to diverse demands for Netflix services (Shiller, 2013). However during the launch of the 4-stream tier in April, whose cost was $4 higher than the standard cost, the increase in prices was not received well by the customers. The different tiers may also be too complicated to customers, against the company’s aim to make prices as straight-forward as possible (Shiller, 2013). The company should focus on the fair prices to expand their business. Since one price cannot fit all services offered, the different prices should not be exploitative and should be within the range of the standard...
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...We were on the “Oh, yeah, I forgot I was subscribing to that” plan. With the “Honey, we’ve had this National Geographic documentary DVD for two months — are we really going to watch it, or should we just send it back?” option. Then, in July, Netflix /quotes/zigman/87598 NFLX -7.37% tried to jack up the price of our subscription. Bad move. Why? Because it meant we noticed our subscription. Click to Play Has Netflix lost critical momentum? There were more woes for Netflix on Friday, as its shares fell another 5% and analysts continued to hammer on the drop management forecast in its U.S. subscriber base. Has Netflix lost critical momentum? Rex Crum reports. And so we cut it. It was only a few bucks. But there gets to be a point where you just get fed up leaking money at every pore. We already have two set-top boxes — from Apple and Roku — that allow us to stream videos on demand from a variety of different sources, including Amazon /quotes/zigman/63011 AMZN +1.00% , Apple /quotes/zigman/68270/quotes/nls/aapl AAPL -0.35% and Hulu, as well as Netflix. If I wanted to pay extra, I could get more of the same from Comcast /quotes/zigman/89307 CMCSA -0.35% as well. Apparently we weren’t alone in cutting our Netflix sub. The DVD rental and streaming company warned that the move was going to cost it a million subscribers. As recently as July 25, the company was expecting to have 25 million customers by the end of this month. Now it expects 24 million. That will actually...
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...Project Proposal The proposed organizations for this project are Netflix and Blockbuster. This research project will demonstrate why the two companies changed to stay in competition. Additionally, this research project will demonstrate how technology obligates organizations to change their business model. Blockbuster opened their first store in 1985 in Dallas, Texas and expanded to operate 6,500 video rental stores (Blockbuster, n.d.). The organization was a competitor in the small video rental stores by providing a wider selection of movies and game rentals. Because of the positive, public acceptance Blockbuster expanded quickly and opened stores across the nation, London and Canada (Blockbuster, n.d.). Netflix was founded in 1997 in Scotts Valle, California. The organization website was launched in April 14, 1998 providing to the public online-per-rental model. Netflix introduced the monthly subscription concept in September, 1999. In February, 2007 Netflix introduced the video-on-demand via the Internet. At the present time Netflix provide services in Canada, Latin America, the Caribbean and Europe. Netflix is recognized to be one of the most successful dot-com ventures (Funding Universe, 2011). ORGANIZATIONAL CHANGES Blockbuster was purchased by Dish Network after filing for bankruptcy in late September 2010. The company has closed a large number of stores at it works to create an online video-streaming outlet (Merced, 2010). Blockbuster’s edge over...
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...Netflix Assets We classify our streaming content obtained through a license agreement as either a current or non-current asset in the consolidated balance sheets based on the estimated time of usage after certain criteria have been met, including availability of the streaming content for its first showing. We amortize licensed streaming content on a straight-line basis generally over the term of the related license agreements or the title’s window of availability Content is obtained through direct purchases, revenue sharing agreements and license agreements with studios, distributors and other suppliers. DVD content direct purchases or revenue sharing agreements. Streaming content is generally licensed for a fixed fee for the term of the license agreement but may also be obtained through a revenue sharing agreement. DVD library is its non current asset. The Company amortizes its direct purchase DVDs, less estimated salvage value, on a “sum-of-the-months” accelerated basis over their estimated useful lives. The accounting method for backlog DVD’s was changed after 1994. Our recent survey work suggests that NFLX streaming offering is compelling and should get more so as it acquires additional streaming content. In turn, this is creating a virtuous cycle whereby NFLX sub base grows, leading to greater financial resources to acquire more content to improve the user experience and continue to grow the sub footprint. Additionally we believe DVD costs may fall quicker...
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...Netflix Analysis Netflix, Inc. is an internet television network. The company derives revenues from monthly subscription dues. Its members can watch as much as they want, anytime, anywhere, on nearly any internet connected screen. Members can play pause and resume watching, all without commercials or commitment (Netflix, 2014). Netflix does not have an actual mission statement, however, according to Reed Hastings, founder and CEO, their mission and vision is “to grow our streaming subscription business domestically and globally, continuously improving the customer experience, with a focus on expanding our streaming content, enhancing our user interface and extending our streaming service to even more internet-connected devices, while staying within the parameters of our consolidated net income and operating segment contribution profit targets” (Hastings, 2014). Nine company published values provide further clarification about the principles which guide its employees in their daily decisions and activities. Those company values as published are: judgment; productivity; creativity; intelligence; honesty; communication; selflessness; reliability; and passion. Hastings has expressed a clear vision for the future of Netflix, which is to become the best global entertainment distribution service, licensing entertainment content around the world and creating markets that are accessible to filmmakers, thereby helping content creators around the world to find a global audience. The...
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...Netflix in 2012: Can It Recover from Its Strategy Missteps? Company Overview: Netflix Corporation was established in 1997 by the current CEO, Reed Hastings alongside software executive, Mark Randolph. They are the world’s leading internet television network with over 57 million members in nearly 50 countries enjoying more than two billion hours of TV shows and movies per month, including original series, documentaries and feature films. Members can watch as much as they want, anytime, anywhere, on nearly any internet-connected screen. Additionally members can play, pause and resume watching, all without commercials or commitments. The company was originally only a DVD--by--mail service in which the customer paid for a certain level of membership that determined how many DVD’s could be rented at one time. DVD’s were mailed to the customer and then returned by the customer when they were done watching. After a couple years in business, the company began including streaming services along with this. The goal here was to reduce costs by trying to get the subscribers to switch to streaming, which would reduce the costs incurred for postage and shipping with the mailed DVDs. By 2009, Netflix was offering a collection of 100,000 titles on DVD and had surpassed 10 million subscribers. Strategic Challenges and Analysis: Hastings developed a strategy which made Netflix the largest online subscription service for streaming entertainment in the world. Netflix’s strategy includes...
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...organization and business approaches of Reed Elsevier, which is among the FTSE 100 firms with a noticeable global reach. By and large, this is a publishing entity dealing in technological innovations and legal issues, risks and mitigations, healthcare and commercial sectors. By developing a strong brand, the organization has earned the loyalty and trust of a wider clientele base, an aspect that guarantees economic growth. This has been attained by investing heavily in current content that distinguish and enhance the goods and services offered, hence venturing into new market environs. Moreover, the paper evaluates some of the problems the company grapples with, such as slow global financial growth and new entrants into the market. Additionally, the document presents proposals on the areas of company approaches that should be enhanced. Introduction Reed Elsevier is touted as the best functioning international organization. It is listed at position 64 in the league of FTSE 100 organizations and has a market capital of 6.34b. Reed Elsevier is predominantly a research and publishing entity that deals with technological advancement, legal issues, risks and mitigations, healthcare and commercial areas. It consists of Reed Elsevier NV as well as Reed Elsevier PLC, forming a twofold listed entity. With its international presence, the company’s main goal is to offer information, research, and data analysis to its wide clientele base globally. ...
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...Reed Elsevier is one of the world leading providers of medical, scientific, legal, technological and business solutions, consulting and providing expertise advice and business solutions for all kinds of businesses. Reed Elsevier was established in 1993 when two companies, Reed Elsevier plc and Reed Elsevier NV combined to form two jointly owned companies (parent companies). First, a UK’s based, Reed Elsevier Group PLC which is equally shared and consists of publishing and information businesses. Second, Elsevier Reed Finance BV which manages the financing activities and is owned 61% by Reed Elsevier NV and 39% by Reed Elsevier PLC. Both of the parent companies have attained their separate identity and are listed separately in the stock market. The company started as two separate organisations, Reed Elsevier plc was started as Reed International and was laid down by Albert E Reed in 1894 in Kent as a newsprint manufacturer. The company underwent several acquisitions to diversify in its operation to finally reorganizing its portfolios and becoming the most recognized company in the publishing industry. On the other hand, Reed Elsevier NV started off as Elsevier NV was formed by Jacobus George Robbers in 1880 as a Dutch publisher which gained support from well known Dutch booksellers and newspapers, later concentrating on business publishing activities and disposing the commercial and book publishing activity. In 1993, both these companies contributed their expertise to form a...
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