T he Mark eting Plan Chapter 5 Copyright ©2000 Sutia Kim Alter. This work is licensed under the Creative Commons Attribution-Share Alike 3.0 License (http://creativecommons.org/licenses/by-sa/3.0/) Chapter 5 “Emerson said that if you build a better mousetrap the world will beat a path to your door, and that may have been true then … but it’s not true now. No one will come. You have to package and promote that mousetrap. Then they will come.” — King C. Gillette Gillette Razors O
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CHAPTER ONE 2 1.0 INTRODUCTION 2 1.1 Background of the Study 2 1.2 Problem Statement 5 1.3 Research Problem 6 1.4 Specific Objective 7 1.5 Importance of the Study 7 1.6 Scope of the Study 8 1.7 Definition of Terms 8 1.8 Chapter Summary 9 CHAPTER TWO………………………………………………………………………………………………….10 2.0 LITERATURE REVIEW 10 2.1 Introduction 10 2.2 Theoretical Framework 10 2.3 Theory of Unclaimed Assets 13 2.4 Regulations of Unclaimed Financial Assets and Performance of Organizations
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CHAPTER 3 RATIO ANALYSIS 3-1 3-2 (d) No effect (e) No effect 3-3 Current liabilities = $40,000 Cash + accounts receivable = $40,000 Sales = $200,000 Receivables = $10,000 Quick assets = cash + receivables = cash + $10,000 = $40,000 Cash = $30,000 Inventory = $20,000 Cash $ 30,000 Notes payable $ 40,000 Receivables 10,000
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APPENDIX Checklists A Checklist A-1 Reviewing a Budget 1. Is this budget static (not adjusted for volume) or flexible (adjusted for volume during the year)? 2. Are the figures designated as fixed or variable? 3. Is the budget for a defined unit of authority? 4. Are the line items within the budget all expenses (and revenues, if applicable) that are controllable by the manager? 5. Is the format of the budget comparable with that of previous periods so that several reports over time can be
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Chapter 1 SCM takes into consideration every facility, its objective is to be efficient and cost effective, it encompasses activities at many levels, and provides competitive advantage. System approach – system-wide strategy minimizing costs over the entire supply chain Challenge of SCM: 1. Strategies cannot be determined in isolation. 2. Minimize cost while maintaining system-wide service levels. 3. Uncertainty and risk Global optimization is complex because facilities are
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LEARNING OBJECTIVES Moses Gerard Shyne CHAPTER 3 1. Explain why nations and companies participate in international trade. Because no national economy produces all the goods and services that its people need. 2. Describe the concepts of absolute and comparative advantage. A nation has an absolute advantage if (1) it’s the only source of a particular product or (2) it can make more of a product using the same amount of or fewer resources than other countries. Because of climate and soil conditions
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Dean Strombom, Mark Immarino & Bill Black. Chapter 2 What Every Executive Needs to Know About Low-Bid Contracting All too often projects suffer because the design and construction team are cobbled together for the first time and have no expectation of ever being together in the future. Worse still, most of them will have been selected on a lowest price basis, where profit margins have been squeezed to the bone and the only way of making a decent profit may well be through claims against other team
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effort. What You’ll Learn in This Chapter ▲ ▲ ▲ ▲ ▲ ▲ ▲ The five basic types of financial ratios How to use financial ratios properly in order to achieve financial growth When to use specific ratios in different situations How internally generated financing occurs The effect of ratio analysis on long-term financial planning How to read a financial statement The application of the cost-volume-profit analysis concept After Studying This Chapter, You’ll Be Able To ▲ ▲ ▲ ▲ ▲
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For comments: ehabmes@yahoo.com Chapter 2: Competitiveness, Strategy, and Productivity Definitions: Competitiveness: How effectively the organization meets the needs of the customers relative to others that offer similar goods or services. Strategy: Plans to achieve organization goals. Productivity: Measure of effective use of resources, usually expressed as the ratio of outputs to inputs. Productivity =Output / Input Competitiveness: Organizations compete with each other in various ways
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profitable even when the price of oil drops to a low level. (This supports Exxon’s profitability objective.) Policies such as these provide clear guidance to managers throughout the organization. (Strategy formulation is discussed in greater detail in Chapters 6, 7, and 8.) STRATEGY IMPLEMENTATION Strategy implementation is a process by which strategies and policies are put into action through the development of programs, budgets, and procedures. This process might involve changes within the overall
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