...Riordan Manufacturing System Proposal October 10, 2013 Riordan Manufacturing System Proposal Executive Summary Team C’s goal is to facilitate Riordan Manufacturing in improving profitability by reducing employee time on actions and processes that are automatable and avoidable. Team C’s objective is to reduce costs and inefficiencies while adding the ability to improve inventory tracking from raw material beginnings to product sales throughout Riordan Manufacturing’s plants and facilities. A new manufacturing resource planning system (MRP) will allow Riordan Manufacturing to grow and remain competitive. Team C will work to create an MRP system for use by Riordan Manufacturing for tracking inventory and improving manufacturing tracking systems. Team C is confidence that one server in a central location will allow each of Riordan Manufacturing’s facilities to manage inventory better and improve the processing and storage of all data. Housing a backup server at another location will protect data for Riordan Manufacturing. This will save in labor costs by having fewer IT employees at each of the facilities that no longer house servers. Currently when shipments arrive the supervisor is responsible for checking in the material to coincide with the shipping orders. At the end of the day a clerk enters this information into the database. Team C will utilize the use of bar scanners to eliminate unnecessary paperwork. The use of bar scanners will free up workers to be available...
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...…4 Dell Timeline……………….…………………………………………………………. 5 Mission Statement….……………………………………………………………….….6 Objective……………………………………………………………………………….7 Strategy...........................................................................................................................7 Financial Performance ...……………………………………………………………..13 Dell’s Evaluation……………………………………………………………………..15 Recommendation……………………………………………………………………..22 Conclusion…………………………………………………………………………….23 References…………………………………………………………………………….25 Abstract This case study examines the marketing strategy and innovation practiced by the Dell Computer Corporation IT details the history of the company which made its way in the industry by building custom configurations of personal computers. A major theme of this case is Dell’s build-to-order strategy which has been a success in marketing as well as an overall strategy in supply chains across the country. This case details how well Dell has cornered the personal computing home office market and also the manner in which it derives a substantial amount of its revenue from its small business clients. It also addresses potential problems in Dell’s strategic management and possible solutions to help them stay on top. Introduction History Dell was founded in 1984 by Michael S. Dell, a student at the University of Texas, who with $1,000 dollars in capital starting selling custom built computers for customers looking for a...
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...PARTNERSHIPS (Page 4) Member Imperative PUTTING THE PIECES TOGETHER Companies gain more from outsourcing all supply chain functions 25 Average Annual Savings(%) 20 15 10 5 0 Inventory Management Freight Payments and Auditing All Supply Chain Functions Year 1 Years 2, 3 &4 (Page 5) Outsourcing logistics functions to 3PLs has been a source of competitive advantage for most companies. Most companies cite greater flexibility, operational efficiency, improved customer service levels, and a better focus on their core businesses as part of the advantages of engaging the services of 3PLs. SELECTING A 3PL PROVIDER (Page 7) Source: Journal of Business Logistics (January 1999) HANDLING THE INTEGRATION PROCESS (Page 9) Executive Summary MANAGING THE RELATIONSHIP (Page 11) Appendices DO YOU NEED TO CONSIDER PARTNERING WITH A 3PL? SOME PERFORMANCE METRICS FOR ASSESSING A 3PL(Pages 13) TEN STEPS TO OUTSOURCING SUCCESS PROFITABLE LIAISONS The Dilemma in Brief The advantages of streamlined and efficiently run supply chains compel many companies to outsource some or all of their logistics functions to third party logistics providers (3PLs). Making the switch to a 3PL presents some unique challenges to a company. The time and effort involved and the failure of some 3PL relationships lead some critics to question the worth of the arrangement. Experts indicate that careful 3PL selection, creating service and support structures, setting clear performance expectations for...
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...Marketing Plan Erin Moller Bryant Johnson Sam Kunjummen Megan Victorson Bryant Johnson Erin Moller Sam Kunjummen Megan Victorson University of Minnesota-Duluth . . . . . . . . . TABLE OF CONTENTS Executive Business Summary 1 Mission Statement History of XS Energy Growth of the Business Market Potential PRODUCTS 2 13 Flavors of XS Energy Drinks Situational Analysis 3 Internal Strengths and Weaknesses External Opportunities and Threats MARKET ANALYSIS 4 Target Market Identification Market Demographics Product Market Grid MARKETING STRATEGIES 5 Product Strategy Price Strategy Promotion Strategy Distribution Strategy FINANCIAL SUMMARY 6 Cost Structure Life Cycle Analysis Break-Even Analysis IMPLEMENTATION PLAN 7 APPENDIX A Competitor Analysis APPENDIX B Survey Results Executive Business Summary 1 Mission Statement The mission of XS Energy is to market an alternative to high sugar energy drinks. Rather than getting energy from sugar and carbohydrates, it’s packed with B-vitamins and amino acids that are healthier and still give you the boost you need. Currently XS Energy drinks are sold independently in cases, but the objective to our marketing plan is to reach a younger demographic by supplying to college campuses and offices, while still maintaining our private status. ] History of XS Energy In 2001, XS Energy Drink was launched into the U.S. market. During the...
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...International Marketing | PM 305 | | | OLANREWAJU OLABODE | I.D NUMBER 33344 | 3/19/2016 | | TABLE OF CONTENTS 1.0 Introduction............................................................................................................. ......3 2.0 Situational Analysis................................................................................................. ..4-7 3.0 Swot and Tow matrix................................................................................................ 7-10 4.0 Market Selection......................................................................................................... .11 5.0 Recommended Markets and Market entre Strategies............................................11-12 6.0 Marketing Strategies........................................................
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...Class, This is a set of information comparing IP Contact Call Centers in side-by-side analysis that was created by Faulkner’s FACCTs several years ago. You can see that they do cover information on each company, the features that are in each product, and even some basic pricing information. You are going to use this as if it is the compiled responses from a real RFP. This information will help you assign vendor scores in your table, and help you decide which vendor to use. IP Contact Call Centers: Side-by-Side |The right IP contact call center can make potential new customers go away happy. A conventional “Your call is important to us…” call | |center—in today’s age of Internet gratification—will likely just make them go away. | | | |Take a conventional call center, put it over an IP-telephony infrastructure, plug in a multimedia server or two and upgrade the agent PC | |client software, and presto—you’ve got all the makings of an IP contact center. It’s not quite that easy, of course. Contact centers—so | |called because they add customer-interaction channels beyond just voice—represent considerable added complexity, and cost, over voice-only | |call centers. ...
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... the mission of PSA was to be the “World’s Port of Call.” A favorite lunch stop for many PSA visitors was the Prima Revolving Restaurant, located just outside the Brani Gate entrance to the port. From this lofty perch, Singapore harbor, port facilities, and operations could be viewed. On a sunny day in late 2000, PSA group president and former chief executive officer for Singapore’s urban redevelopment agency, Khoo Teng Chye, was entertaining a group of visitors. The panoramic view of the sea was dotted with container ships of all sizes, flying flags of many nations. As the restaurant rotated, the massive port infrastructure came into view with its many berths and giant cranes loading and unloading container ships at berth. Khoo Teng Chye, explained with pride: The story of PSA is the story of Singapore. At the port, as in all of Singapore, we have limited land, limited sea space, and a limited number of people. Yet, we handle a large and growing volume of ship calls with cargo that have complex handling and storage requirements (see Exhibit 1). How...
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...ROYAL CARIBBEAN CRUISES LTD. 2008 Annual Report ANCHORED IN EXCELLENCE We always provide service with a friendly greeting and a smile. * We anticipate the needs of our customers. * We make all effort to exceed our customers’ expectations. * We take ownership of any problem that is brought to our attention. * We engage in conduct that enhances our corporate reputation and employee morale. * We are committed to act in the highest ethical manner and respect the rights and dignity of others. * We are loyal to the Royal Caribbean Cruises Ltd. family of companies, and strive for continuous improvement in everything we do. * B efore 4 97 $175 98 $331 99 $384 00 $445 01 $254 02 $351 03 $281 04 $475 05 $663 06 $634 07 $603 08 $574 97 $2,019 98 $2,455 99 $3,261 00 $3,616 01 $3,757 02 $4,035 03 $4,263 04 $4,805 05 $5,554 06 $6,092 07 $6,757 08 $6,803 95 $149 94 $137 93 $107 92 $ 61 91 $ 90 $ 52 89 $ 42 88 $ 14 96 $151 SH AREHO L DERS ’ EQ UI TY ($ millions) 96 $1,085 95 $ 965 94 $ 846 93 $ 733 92 $ 464 91 $ 404 90 $ 400 89 $ 348 88 $ 295 c umulative effec t of a c hange in ac c o u n t in g p r in c ip le 08 $6,533 07 $6,149 06 $5,230 05 $4,903 04 $4,555 03 $3,784 (dollars in thousands, except per share data) 02 $3,434 Total Revenues Operating Income Net Income Earnings Per Share (diluted) Shareholders’ Equity 01 $3,145 ...
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...Morningstar Document Research FORM 10-K ORACLE CORP - ORCL Filed: June 28, 2011 (period: May 31, 2011) Annual report with a comprehensive overview of the company ® ℠ Table of Contents UNITED STATES SECURITIES AND EXCHANGE COMMISSION Washington, D.C. 20549 FORM 10-K ⌧ ANNUAL REPORT PURSUANT TO SECTION 13 OR 15(d) OF THE SECURITIES EXCHANGE ACT OF 1934 For the fiscal year ended May 31, 2011 OR � TRANSITION REPORT PURSUANT TO SECTION 13 OR 15(d) OF THE SECURITIES EXCHANGE ACT OF 1934 For the transition period from to Commission file number: 000-51788 Oracle Corporation (Exact name of registrant as specified in its charter) Delaware (State or other jurisdiction of incorporation or organization) 54-2185193 (I.R.S. Employer Identification No.) 500 Oracle Parkway Redwood City, California (Address of principal executive offices) 94065 (Zip Code) (650) 506-7000 (Registrant’s telephone number, including area code) Securities registered pursuant to Section 12(b) of the Act: Title of each class Name of each exchange on which registered Common Stock, par value $0.01 per share The NASDAQ Stock Market LLC Securities registered pursuant to Section 12(g) of the Act: None Indicate by check mark if the registrant is a well-known seasoned issuer, as defined in Rule 405 of the Securities Act. YES ⌧ Indicate by check mark if the registrant is not required to file reports pursuant to Section 13 or Section 15(d) of the Act. YES � NO...
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...Chicago San Francisco • Lisbon London • Madrid • Mexico City • Milan • New Delhi San Juan • Seoul • Singapore • Sydney • Toronto • • Copyright © 2005 by The McGraw-Hill Companies, Inc. All rights reserved. Manufactured in the United States of America. Except as permitted under the United States Copyright Act of 1976, no part of this publication may be reproduced or distributed in any form or by any means, or stored in a database or retrieval system, without the prior written permission of the publisher. 0-07-146707-6 The material in this eBook also appears in the print version of this title: 0-07-144328-2. All trademarks are trademarks of their respective owners. Rather than put a trademark symbol after every occurrence of a trademarked name, we use names in an editorial fashion only, and to the benefit of the trademark owner, with no intention of infringement of the trademark. Where such designations appear in this book, they have been printed with initial caps. McGraw-Hill eBooks are available at special quantity discounts to use as premiums and sales promotions, or for use in corporate training programs. For more information, please contact George Hoare, Special Sales, at george_hoare@mcgraw-hill.com or (212) 904-4069. TERMS OF USE This is a copyrighted work and The McGraw-Hill Companies, Inc. (“McGraw-Hill”) and its licensors reserve all rights in and to the work. Use of this work is subject to these terms. Except as permitted under the Copyright Act of 1976 and the right...
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...Francisco • Lisbon London • Madrid • Mexico City • Milan • New Delhi San Juan • Seoul • Singapore • Sydney • Toronto • • Copyright © 2005 by The McGraw-Hill Companies, Inc. All rights reserved. Manufactured in the United States of America. Except as permitted under the United States Copyright Act of 1976, no part of this publication may be reproduced or distributed in any form or by any means, or stored in a database or retrieval system, without the prior written permission of the publisher. 0-07-146707-6 The material in this eBook also appears in the print version of this title: 0-07-144328-2. All trademarks are trademarks of their respective owners. Rather than put a trademark symbol after every occurrence of a trademarked name, we use names in an editorial fashion only, and to the benefit of the trademark owner, with no intention of infringement of the trademark. Where such designations appear in this book, they have been printed with initial caps. McGraw-Hill eBooks are available at special quantity discounts to use as premiums and sales promotions, or for use in corporate training programs. For more information, please contact George Hoare, Special Sales, at george_hoare@mcgraw-hill.com or (212) 904-4069. TERMS OF USE This is a copyrighted work and The McGraw-Hill Companies, Inc. (“McGraw-Hill”) and its licensors reserve all rights in and to the work. Use of this work is subject to these terms. Except as permitted under the Copyright Act of 1976 and...
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...Market Potential Analysis – A study of the Cosmetics Industry in the ABC Islands Master Thesis within Business Administration Author: Danny Reijntjes Ryan Wagijo Tutor: Jönköping Desalegn Abraha May 2012 Master Thesis within Business Administration Title: Market Potential Analysis – A study of the Cosmetics Industry in the ABC Islands Authors: Danny Reijntjes & Ryan Wagijo Tutor: Desalegn Abraha Date: 2012-05-14 Subject terms: Market potential, Aruba, Bonaire, Curacao, Cosmetics. Abstract Background: The main aim of the research is to focus on the market potential of the cosmetic brands in the market of Aruba, Bonaire and Curacao (ABC islands). These islands are located in the Caribbean Sea in front of the coast of South-America. Before starting to expand, international companies first search for potential suitable markets to invest in. This thesis attempts to find out if there is a potential market for the cosmetic products of the companies on the ABCislands. The purpose of the Master thesis is to find out if there is a potential market for new cosmetic products on the ABC islands. To achieve the purpose, the research addresses the market potential analysis. The market of Aruba and Curacao offer a great number of potential clients and a good future prospect. These findings are also supported by research that was conducted in 2007 by the Icongrouponline. Majority of the consumers on the islands are willing to try new professional cosmetics products. Additionally, the...
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...Project Report 2. Review of Literature 2.1 Domain Explanation 1 1 1 2 2 3 5 5 2.2 State of the current Methodology and Technology used 6 2.3 Methodology and Technology used 2.3.1 Android 2.3.2 Java 2.3.3 Eclipse 2.3.4 ADT Plugin 2.4 Project Overview 3. Analysis and Design 3.1 Requirement Analysis 3.1.1 Functional Requirements 3.1.2 Non-Functional Requirements 3.1.3 Hardware Requirements 3.1.4 Software Requirements 3.2 Project Design 3.2.1 Architecture diagram 3.2.2 Use Case diagram 3.2.3 Activity diagram 9 9 11 12 13 13 14 14 14 14 15 15 16 16 19 20 i 3.2.4 Sequence diagram 3.2.5 State Chart diagram 4. Implementation and Results 4.1 Implementation Details 4.2 Results 5. Testing 5.1 Test Cases 6. Conclusion and Further Work 6.1 Conclusion 6.2 Further Work References Acknowledgements Summary 21 22 23 23 25 29 29 31 31 31 ii LIST OF FIGURES Fig No. Label Page No. 2.1 3.1 3.2 3.3 3.4 3.5 4.1 4.2 4.3 4.4 4.5 Android Architecture Architecture Diagram Showing Components and Connectors Use Case Diagram Activity Diagram for Cursor Positioning Sequence Diagram for Text Input State Chart Diagram of Touch Screen Connection Screen Screen for cursor positioning and object selection Screen for text input keyboard Output on computer for keyboard input Output on computer for switching windows 10 16 19 20 21 22 25 26 27 27 28 iii 1 1. INTRODUCTION 1.1 ABSTRACT Mobile applications are a rapidly developing segment of the global mobile market. They consist of...
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...MERGERS & ACQUISITIONS INTRODUCTION Why merge? Why sell? A division of a company might no longer fit into larger corp’s plans, so corp sells division Infighting between owners of corp. Sell and split proceeds Incompetent management or ownership Need money Business is declining (e.g. a buggywhip company) Industry-specific conditions Economies of scale BASIC DEFINITIONS: MERGER: Owners of separate, roughly equal sized firms pool their interests in a single firm. Surviving firm takes on the assets and liabilities of the selling firm. PURCHASE: Purchasing firm pays for all the assets or all the stock of the selling firm. Distinction between a purchase and a merger depends on the final position of the shareholders of the constituent firms. TAKEOVER: A stock purchase offer in which the acquiring firm buys a controlling block of stock in the target. This enables purchasers to elect the board of directors. Both hostile and friendly takeovers exist. FREEZE-OUTS (also SQUEEZE-OUTS or CASH-OUTS): Transactions that eliminate minority SH interests. HORIZONTAL MERGERS: Mergers between competitors. This may create monopolies. Government responds by enacting Sherman Act and Clayton Act VERTICAL MERGERS: Mergers between companies which operate at different phases of production (e.g. GM merger with Fisher Auto Body.) Vertical mergers prevents a company from being held up by a supplier or consumer of goods. LEVERAGED BUYOUTS (LBOs): A private...
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