...1924, Woolworths was introduced in Sydney as a remarkable inexpensive business using an advertising quote that “every man and woman needs a handy place where good things are cheap”. Seven years after, Woolworths has become a succession of sixteen stores around different states in Australia and even in New Zealand. The first store was founded in 1929. Due to this success, Woolworths currently has more than three thousand stores in different fields such as food, liquor, petrol, general merchandise, home improvement (Masters) and hotels. Woolworths is satisfied because it has hired more than two hundred thousand employees. In this case, it will be elaborated the reasons for billions dollars loss, the assigned new CEO, and strategies utilized to revive the company. One of the significant reasons for the billions dollars loss is Woolworths decision by building new venture joint called Masters which is competitive to Bunnings. According to ABC, Australia's home improvement market is a business of 40 billion dollars a year as a profit. However, Woolworths aspirated to share the market with Bunnings which is an overly ambitious approach to rollout 150 stores in a 5 year period. As a result, Woolworths persistence despite high losses in a short period of time led to nothing. Furthermore, Masters profit loss is the product of futile business strategy, product range in core categories, the locations of the Masters stores and its customers in store experience. Moreover, Woolworths management...
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...Strategic & Financial Analysis Student’s name Student’s affiliation Woolworths Business Analysis Woolworths Limited operates as a retail superstore giant within and outside Australia. Its current growth plans enlist extension of leadership in food and liquor, shareholder’s wealth maximization through improved portfolio management, building new growth businesses and responding to change in new era of growth. It envisions a dynamic business, flexible enough to respond to ever changing customer needs, which can introduce innovations in products and is backed by complete customer satisfaction(Woolworths Limited, 2013). Being in the retail industry,which is one of the largest employers in Australia, employing over 1.5 million people and an overall worth of AUD 329 billion, there is plenty of opportunity for growth, and due to increasing population, the demand is not expected to fall for the products Woolworth has to offer (About.com, 2013), especially when its corporate strategy is need-specific and revolves around satisfaction of the customer. For the purpose of economy-wide and industry-wide factors which may influence future performance of Woolworths, Porter’s five forces model has been utilized. It has been concluded as an appropriate model which can adequately analyze a firm’s internal and external forces which affect its current and future strategies(CIMA, 2007). The five forces are bargaining power of customers, bargaining power of suppliers, threat of new entrants...
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...1. Summary of activities and strategies of David Jones David Jones Limited trading as David Jones and listed on the Australian Stock Exchange is a high end department store chain. The principal activity for David Jones is retailing of different brands under various categories such as fashion, cosmetics, home wares and electronics. David Jones retails its products via departmental stores and have recently transformed itself as an Omni Channel Retailer taking advantages of on-line retailing as a strategy to compete globally. Further, David Jones also has a financial services activity through alliance with American Express. 2. Strategies David Jones had developed and implemented their strategic direction plan in March 2012 and is seen to have remarkable progress on its plans addressing the challenges and having intentions of growing via its three point strategy as follows: A. Addressing Retail Structural Changes David Jones is noted to have invested resources to transform itself from a ‘brick and mortar’ retailor into Omni Channel Retailor. This strategy is implemented as a result of the changing face of traditional retailing into online in the trend to globalize the retailing sector. B. Strengthening Core Business David Jones strive to strengthen its core business via investments into better customer services and engagement. This was noted by better inventory management and investment in technology through the roll out of new POS (point of sales) systems to its...
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...Brambles Limited ABN 89 118 896 021 Level 40 Gateway 1 Macquarie Place Sydney NSW 2000 Australia GPO Box 4173 Sydney NSW 2001 Tel +61 2 9256 5222 Fax +61 2 9256 5299 www.brambles.com 20 August 2015 The Manager-Listings Australian Securities Exchange Limited Exchange Centre 20 Bridge Street SYDNEY NSW 2000 Via electronic lodgement Dear Sir / Madam BRAMBLES LIMITED FY15 FINANCIAL RESULTS Brambles Limited announces to the market its financial results for the year ended 30 June 2015. The following documents are attached: 1. 2. Appendix 4E – Preliminary Final Report; and Brambles’ 2015 Annual Report including its financial statements, for the ended 30 June 2015. Yours faithfully Brambles Limited Robert Gerrard Company Secretary {RNG 00086515} This page intentionally left blank Results for Announcement to the Market Brambles Limited ABN 89 118 896 021 Appendix 4E Preliminary final report for the year ended 30 June 2015 Year ended 30 June 2015 US$M 2014 US$M % change (actual FX rates) % change (constant FX rates) Statutory Results Continuing operations after Significant Items1: Sales revenue 5,464.6 5,404.5 1% 8% Operating profit 938.5 929.5 1% 8% Profit before tax 826.6 816.5 1% 9% Profit after tax 585.5 584.5 0% 7% (1.1) 683.2 584.4 1,267.7 -54% -51% 37.3 81.2 -54% -51% 5,464.6 5,404.5 ...
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...[pic] ACC2211 GROUP ASSIGNMENT-MOTHERCARE PLC Student Name: Amatullah Mustafa –M00339852 Ayesha Umar – M00386183 Sarrah Fakhri – M00386837 Shabbir Zoher – M00374468 Yasmeen Essa – M00374142 Academic Year 2012 -2013 Business School – Dubai Campus Module Title: Managerial Finance and Accounting Module Code: ACC2211 Submission Date: 21/02/2013 Word count: 2893 TABLE OF CONTENT 1. Background of the Company 2. Strengths and Weaknesses of the Company A. Corporate Governance B. Analysis of Financial Ratios C. Strengths and Weaknesses 3. Conclusion and Recommendations MOTHERCARE PLC Founded in 1961, Mothercare is a specialist retailer of products for mothers-to-be, babies and children up to the age of eight (Mothercare plc, 2013). It was founded by Iraqi Born Selim Zilkha. During the late 1950’s, he was looking at alternative business interests which led to creation of a one stop maternity store in Great Britain. He acquired investors to acquire the 10-store Lewis and Burrows nursery chain and converted one of the sections to a mother-to-be and baby department and hired several buyers to choose the merchandise. The experiment tried by him was a failure and £180,000...
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...destination when it comes to fashion, cosmetics, and the home. Our strategy provides a clear direction for us to continually delight our customers when they engage with us, whether it is in a store or online. Contents Chairman and CEO Report Page 04 Directors’ Report Page 42 Operating and Financial Review Page 06 Remuneration Report Page 47 Sustainability Page 22 Financial Report Page 68 Board of Directors Page 26 Auditor’s Independence Declaration Page 114 Management Team Page 28 Independent Auditor’s Report Page 115 Corporate Governance Statement Page 30 Shareholder Information Page 117 Corporate Directory IBC Annual General Meeting The fifth Annual General Meeting of Myer Holdings Limited will be held on Friday 21 November 2014 at 11.00am (Melbourne time). Mural Hall Level 6, Myer Melbourne Store Bourke Street Mall, Melbourne VIC 3000 Myer Holdings Limited ABN 14 119 085 602 Front cover image: Myer Adelaide Left page top to bottom: Team member and customer; Homewares, Myer Adelaide; Childrenswear, Myer, Emporium Melbourne. CHAIRMAN AND CEO REPORT Paul McClintock AO and Bernie Brookes was able to maintain total sales of $3,143 million. On a comparable store sales basis, sales increased by 1.2 percent. It is encouraging that comparable store sales have now grown in eight of the last nine quarters, which points to our ability to successfully execute our strategy. Best performing categories for the year were Cosmetics, Women’s Footwear...
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...Ownership 6 4.2 Share Trading and Liquidity 9 4.2.1 Stock Liquidity 9 4.2.2 Bid-Ask Spread 10 4.3 52 Weeks High and Low 12 4.4 News and Disclosure Analysis 14 4.5 Analyst Coverage 17 5. Business Analysis 26 5.1 Macroeconomic Analysis 26 5.1.1 Economic Factors 26 5.1.1.1 GDP Growth 26 5.1.1.2 Exchange Rate 27 5.1.1.3 Interest Rate 28 5.1.2 Legal Factors 28 5.1.2 Market Factors 29 5.2 Industry Analysis 29 5.2.1 Rivalry Among Existing Companies 29 5.2.2 Threat of Substitutes or Services 30 5.2.2.1 Shale Gas 31 5.2.2.2 Biofuels and Renewable Resource 31 5.2.3 Threat of New Entrants 31 5.2.4 Bargaining Power of Buyers 32 5.2.5 Bargaining Power of Suppliers 33 5.3 Business Strategy Analysis 33 5.3.1 Cooperating With Woolworth 33 5.3.2 Domestic Market 34 5.3.3 Packaging Changing Plan 34 6. Management Quality and Corporate Governance Analysis 35 6.1 Management Quality 35 6.2 Internal Corporate Governance 37 6.3 External Governance 40...
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...time) in Mural Hall. Mural Hall Level 6, Myer Melbourne Store Bourke Street Mall Melbourne VIC 3000 Myer Holdings Limited ABN 14 119 085 602 Front cover image: JAG Handbags – Melbourne City Store Right: MAC Cosmetics – Melbourne City Store Improve customer service Enhance our merchandise offer PA G E 0 8 PA G E 1 1 Strengthen our loyalty offer PA G E 1 3 Build a leading omni-channel offer Optimise our store network PA G E 1 6 PA G E 1 4 Contents 02 About Myer 04 Report by Chairman Joint and Chief Executive Officer 06 Operating and Financial Review 18 Sustainability 24 26 28 40 47 Board of Directors Management Team Corporate Governance Statement Directors’ Report Remuneration Report 66 Financial Report 112 Auditor’s Independence Declaration 113 Independent Auditor’s Report 115 Shareholder Information IBC Corporate Directory 02 MYER Annual Report 2013 66 brands which are owned or licensed and distributed exclusively by Myer, known as ‘Myer Exclusive Brands’. Our vertically-integrated Myer Exclusive Brand model of managing the design, development and sourcing of wanted brands provides us with significant control and flexibility. This model, together with our two sourcing offices in Asia, our world-class supply chain, and updated IT and merchandise systems, delivers speed to market and effective inventory...
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...2011/2012 was a year of transformation. We recorded an Underlying Profit Before Tax* despite significant challenges. We continued to build Qantas’ strong domestic network, Jetstar and Qantas Frequent Flyer. And we launched a five-year plan to turn around Qantas’ international network. FOR THE YEAR ENDED 30 JUNE 2012 *For explanations of non-statutory measures see the Review of Operations. 005 Building a stronger Qantas for our people, our customers, our shareholders and Australia The Qantas Group has a broad portfolio and a clearly defined strategy, with the following core goals: — Build on the Group’s strong domestic businesses through a clear focus on the customer. — Turn around Qantas International through the “four pillars” of targeting global gateways, growing with Asia, improving the customer experience and ensuring disciplined financial management. — Strengthen Jetstar’s rapid presence across Asia to capture the full benefits of the region’s low-cost leisure travel boom. — Continue to expand Qantas Frequent Flyer by adding new partners and increasing ways for members to earn and spend points. Supporting these goals are several business transformation initiatives,...
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...Policies 2. Segment Reporting 3. Revenue 4. Income Statement Disclosures 5. Income Tax Expense 6. Cash and Cash Equivalents 7. Trade and Other Receivables 8. Inventories 9. Other Financial Assets 10. Investment in Joint Venture Entity 11. Investments in Bottlers’ Agreements 12. Property, Plant and Equipment 13. Intangible Assets 14. Impairment Testing of Investments in Bottlers’ Agreements and Intangible Assets with Indefinite Lives 1 2 3 4 6 7 14 14 59 59 60 61 62 63 64 64 72 74 74 76 77 78 79 79 79 80 81 82 83 15. Trade and Other Payables 16. Interest Bearing Liabilities 17. Provisions 18. Deferred Tax Liabilities 19. Defined Benefit Superannuation Plans 20. Share Capital 21. Shares Held by Equity Compensation Plans 22. Reserves 23. Employee Ownership Plans 24. Dividends 25. Earnings Per Share (EPS) 26. Commitments 27. Contingencies 28. Auditors’ Remuneration 29. Business Combinations 30. Key Management Personnel Disclosures 31. Derivatives and Net Debt Reconciliation 32. Capital and Financial Risk Management 33. Related Parties 34. CCA Entity Disclosures 35. Deed of Cross Guarantee 36. Investments in Subsidiaries 37. Events After the Balance Date Directors’ Declaration Independent Auditor’s Report Shareholder Information Company Directories Share Registry and Other Enquiries Calendar of Events 2014 84 85 86 87 88 90 91 91 92 95 95 96 96 96 97 97 100 101 113 114 115 116 117 118 119 120 122 122 123 ANNUAL GENERAL MEETING The Annual...
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...STARBUCKS Case Study Alex Cochran May 2003 Starbucks – A Case Study. Table of Contents Alex Cochran 2003 Executive Summary..................................................................................................................................3 Market Segmentation ...............................................................................................................................4 Methods of Segmentation................................................................................................................4 Lifestyle Segmentation in the Specialty Coffee Market ..............................................................5 Segments ................................................................................................................... 5 Identifiable ................................................................................................................ 6 Sizeable...................................................................................................................... 6 Actionability .............................................................................................................. 6 Accessibility ............................................................................................................... 7 Sustainable Competitive Advantage......................................................................................................8 The Path to Protection. ...............................
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...Building a stronger Qantas Annual Report 2011 4 6 8 10 14 16 22 31 49 110 120 Chairman’s Report CEO’s Report Financial Performance Board of Directors Information on Qantas Review of Operations Corporate Governance Statement Directors’ Report Financial Report Sustainability Report Financial Calendar A STRONG PERFORMANCE IN CHALLENGING CONDITIONS THE QANTAS GROUP IN 2011 In 2010/2011 the Qantas Group reported a strong result in a complex and challenging global operating environment, with increased revenue across all business segments. The result was achieved while overcoming a series of natural disasters and operational disruptions, and despite the underperformance of Qantas’ international business. THE AVIATION INDUSTRY IS CHANGING THE QANTAS GROUP IN 2011 The Qantas Group faces a unique range of challenges and opportunities. We are in a strong position to address the challenges and realise the opportunities – but we must take decisive action, as we have throughout our history. SAFETY IS ALWAYS THE QANTAS GROUP’S FIRST PRIORITY WE INVEST $1.5 BILLION IN AIRCRAFT MAINTENANCE EACH YEAR SAFETY FIRST From our response to the QF32 incident to the risks posed by volcanic ash disruptions, we never compromise on the highest standards of safety. A safety-first culture across the Group ensures that risks are identified and addressed swiftly and decisively. We invest hundreds of millions of dollars in training to ensure that when incidents do occur our people react...
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...labour with part-time and casual employees making up almost three quarters of the hospitality workforce in Tasmania2. The role and contribution of the industry to both the economy and community is largely unrecognised. This is reflected in the fact that only a small proportion of employees perceive hospitality as a long term career choice. As hospitality is a service based industry, a skilled workforce is a key requirement to ensure quality service delivery to both local and visitor markets. In order to provide quality service employees require access to training which delivers the essential skills and knowledge. Access to training is only one element of the equation. Also essential is venue owners and operators placing more value on the benefits of training, as well as engaging more effectively with training providers to ensure training meets the needs of both the business and the employees. The hospitality industry is comprised of a broad range of business types delivering vastly different products and levels of service to customers. Tasmania’s hospitality industry is made up of almost 2000 businesses3 with...
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...statement of comprehensive income 64 Consolidated balance sheet 65 Consolidated statement of changes in equity 66 Consolidated cash flow statement 67 Notes to the financial statements 67 1. Significant accounting policies 76 2. Revenue and other income 76 3. Costs and expenses 77 4. Income tax expense 79 5. Dividends 79 Basic and diluted earnings per share 6. 80 7. Receivables 81 8. Inventories 81 9. Other assets 81 10. Other investments 82 11. Intangibles 83 12. Property, plant and equipment 85 13. Payables 85 14. Interest bearing liabilities 86 15. Provisions 86 16. Issued capital 87 17. Financial instruments 93 18. Employee benefits 96 19. Commitments 97 20. Contingent assets and liabilities 98 21. Auditor’s remuneration 98 22. Particulars in relation to controlled entities 102 23. Investments accounted for using the equity method 104 24. Interest in joint venture operations 104 25. Notes to the cash flow statements 105 26. Business...
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...Chairman’s statement Business review The basics Inspirational brands HMV and Waterstone’s are renowned for their specialist appeal, offering the widest ranges of entertainment and books in their markets. Our stores and the people who work in them strive to be always passionate and inspirational about the products we sell, and provide great service and value for money to ensure that our customers get closer to the entertainment they love, or feel every word between the covers of a good book. We attract the most enthusiastic customers in our markets, with over 4 million loyalty card holders across both brands. Business and financial review: 18 Financial review Governance 24 Board of Directors 26 Corporate governance 30 Directors’ remuneration report 40 Corporate responsibility 46 Directors’ report 51 Independent auditor’s report to the members of HMV Group plc Financial statements 52 Consolidated income statement 54 Statements of comprehensive income 55 Balance sheets 57 Statements of changes in equity 59 Cash flow statements 60 Notes to the financial statements 103 Group financial record HMV In-store Online & digital Live HMV is evolving rapidly as an entertainment brand. Our market-leading retail businesses operate through 417 stores in the UK, Canada, Hong Kong and Singapore and transactional local territory websites, which include digital downloads. We also operate a small specialist chain of entertainment shops in the UK trading as Fopp. In Live entertainment...
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