Managerial Economics MBA 204 030 BILL FRENCH, ACCOUNTANT Bill French picked up the phone and called his boss, Wes Davidson, controller of Duo- Products Corporation. “Say, Wes, I’m all set for the meeting this afternoon. I’ve put together a set of break –even statement that should really make the boys sit up and take notice- and I think they’ll be able to understand them, too.” After a brief conversation about other matters, the call was concluded and French turned to his charts for
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Reports: Reports from the branches located outside Metro Manila are sent to the Manila Head Office through passenger buses every other day while reports from Metro Manila branches are received daily. 2. Difficulty of ascertaining the true level of branch revenues: During monthly meetings, Ms. Pimentel provides top management with past sales and expenses data for the last five years together with forecasted conditions for the coming year. Some branches exceed the sales budget while some are always
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Case 10: Steele Enterprises Main Problem: Constant fighting between Richard Leeman, Chief of Chemical Branch Public Relations and Donna Olson, Chief of Mechanical Branch Public Relations. Facts of the Case: 1. Olson and her team were tasked to take charge of the PR Dinner and she was claiming that Leeman suddenly took over the arrangements, without any directive from their boss, for the dinner which infuriated Olson. 2. Leeman was claiming that if it was not for him, the company would
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Branch Design: JYSKE bank spent huge amount of money to redesign their bank branches. The purpose was not only to decorate it to look attractive. There were some other reasons to make their branches customer friendly. So that customers can take their services with a great ease and comfort. Some of the beneficial effects of the redesigning branches are - Interactional attractiveness - JYSKE bank were creating interactional attractiveness among valuable customers
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interview for this project was my mother. She has personally in business for well over 15 years. She is talented and knows what she is doing through and through, and has helped lead her team to the top many times. My mother Jill works as an area manager for SunTrust in the Charlotte area. I decided to pick her, not only to have someone to interview, but also to get to know her on a more personal level and to see personally how she truly feels about what she does. I set up the interview via email
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Office. Link of each branch is monitored via NMS (Network Management System) ORION. Department contains a Head of Department, Manager Networks, an Assistant Manager Networks and Network engineers. So this team has to be familiar with the new data services provided by a provider and their devices which will be placed in each branch. 2. System Support Department (SSD) System engineers in this department are responsible for overall maintenance of the internal network of each branch i.e LAN side. They
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discuss and agree on who will do what after change occurs. A good example of negotiating would be the banks new teller system which we previously talked about in the last example. Each branch could pick a specific area of the new system to learn extensively, so when it comes time for the new program to go live each branch can help out their associated branches if they have a specific question related to their area of expertise. Next let’s take a look at another helpful tactic that is useful when needing
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Santos do towards Glo’s case in order to maintain the morale of Venus employees as well as credibility of the newly installed employee performance rating. Areas for consideration: Carla Santos • Owner Manager of Venus Boutiques GloMartines • Single, 25 years old and Downtown Store manager for ten months • Joined Venus two years ago as a casual employee. • Her diligence, reliability and trustworthiness at work made Mrs. Santos gave her more responsibilities such as handling of cash and store
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The Financial District Branch James McGaran was manager of the most important of the 31 branches in the Los Angeles area. Located in Los Angeles’s financial district, James’s branch had a staff of 15 people, revenues of $6 million, and $4.3 million in profit margin. The customer base was very diverse. Individual customers ranged from people who worked in the financial district with sophisticated retail banking needs to less informed individuals banking for convenience. Business customers were sophisticated
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Citibank expect the performance scorecard to provide? Strategy is to buld relationship with customers, but financial measures don’t do that, or show that 2) Signalling to employees the importance of these measures • Everyone comparing all managers or branches performance , so others can see and try to beat everyone else’s performance Assumed linkages If customer satisfaction increases it’ll increase the bank’s profit If controls increase it’ll increase the financial performance
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