------------------------------------------------- Can Flipkart Deliver? From a start-up with an investment of just four lakhs rupees, Flipkart has grown into a $100 million-revenue online retail giant in just five years. “It came to me as a Christmas gift from my Secret Santa, and it was all about choice, convenience and a new relationship,” is how Naveed Ansari, a 26-year-old Project Executive from Mumbai, recounts his first experience with Flipkart. A typical professional from a metro, he's
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Nike: A Look Inside | June 22 2010 | By Bobby Bedsole, Matt Currie, & Brady Stoker | [Type the document subtitle] | Table of Contents Executive Summery External Analysis 1) Industry/Competition- Five Forces Current Rivalry opportunities/ Threats Potential Entrant Opportunities/ Threats Bargaining Power of Buyer Opportunities/ Threats Bargaining Power of Supplier Opportunities/ threats Substitute Products Opportunities/ Threats 2) General External
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The Lakeside Company Case Studies in Auditing Twelfth Edition John M. Trussel Dalton State College J. Douglas Frazer Millersville University Boston Columbus Indianapolis New York San Francisco Upper Saddle River Amsterdam Cape Town Dubai London Madrid Milan Munich Paris Montreal Toronto Delhi Mexico City Sao Paulo Sydney Hong Kong Seoul Singapore Taipei Tokyo Editor in Chief: Donna Battista Acquisitions Editor: Stephanie Wall Editorial Project Manager: Christina Rumbaugh
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I. INTRODUCTION: TYPES OF NEGOTIABLE INSTRUMENTS Money: UCC defines money to mean a “medium of exchange currently authorized or adopted by a domestic or foreign government” 1-201(24). * * The Functions of Money (1) Medium of Exchange Cures two problems with bartering: Double coincidence of wants, e.g. you have a horse you want to trade, and you want a cow—now you need someone who has a cow, and wants a horse. Depreciable commodities (2) Store of Value Money may be used as a store
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PARTNERSHIP AND SUBCHAPTER S TAX OUTLINE SPRING 2009 VICE PRESIDENT, ASSOCIATE DEAN, AND PROFESSOR BRUCE A. MCGOVERN Stephen A. Lind et al, Fundamentals of Partnership Taxation: Cases and Materials (8th ed. 2008) Selected Federal Taxation Statutes and Regulations (Daniel J. Lathrope ed., 2009 ed. 2008) Laura E. Cunningham & Noël B. Cunningham, The Logic of Subchapter K: A Conceptual Guide to the Taxation of Partnerships (3d ed. 2006) PART 1: AN OVERVIEW OF THE TAXATION OF PARTNERSHIPS AND
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Sample Statements and Charts Write-Up CS™ or Trial Balance CS™ version 2007.x.x TL17346 (04/24/07) Copyright Information © Text copyright 1998-2007 by Thomson Tax & Accounting. All rights reserved. © Video display images copyright 1998-2007 by Thomson Tax & Accounting. All rights reserved. Thomson Tax & Accounting hereby grants licensees of CS Professional Suite software the right to reprint this document solely for their internal use. Trademark Information The trademarks used herein are
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METROPOLITAN TRANSPORT CORPORATION (CHENNAI) LIMITED CHENNAI – 600 002. (A GOVERNMENT OF TAMILNADU UNDERTAKING) MANUAL UNDER RIGHT TO INFORMATION ACT – 2005 INDEX Sl. No. Details of Information Page Number 1. 2. Introduction Designation of Public Information Officer/ Assistant Public Information Officer/ Appellate Authority. Procedure and fee structure. Organisation details and departments. Officers /Branches with Phone number Details General information on area of operation, different
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This page intentionally left blank Te n t h E d i t i o n MODERN DATABASE MANAGEMENT Editorial Director: Sally Yagan Editor in Chief: Eric Svendsen Executive Editor: Bob Horan Editorial Project Manager: Kelly Loftus Editorial Assistant: Jason Calcano Director of Marketing: Patrice Lumumba Jones Marketing Manager: Anne Fahlgren Marketing Assistant: Melinda Jensen Senior Managing Editor: Judy Leale Project Manager: Becca Richter Senior Operations Supervisor: Arnold Vila Operations
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for Award of Bachelor of Business Administration Degree (2009-2012) By: Harsh Mukeshkumar Patel T.Y.B.B.A. (Specialization in Marketing Management) – Roll No. : M-19 Under the Guidance Guide: DR. UMESH DANGARWALA M.Com.(Bus. Admn.), M.Com.(Acct.), FCA, AICWA, M.Phil., Ph.D. Associate Professor, Department of Commerce and Business Management, Faculty of Commerce The M. S. University of Baroda, Vadodara. APRIL, 2012. CERTIFICATE This is to certify that this project report entitled
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5 Cost Allocation and Activity-Based Costing Systems L E A R N I N G O B J E C T I V E S After studying this chapter, you will be able to 1. Explain the major purposes for allocating costs. 2. Explain the relationship between activities, resources, costs, and cost drivers. 3. Use recommended guidelines to charge the variable and fixed costs of service departments to other organizational units. 4. Identify methods for allocating the central costs of an organization. 5. Use the direct, step-down
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