Dr. Pepper-Snapple Company Kim Hayes Deonta Samilton Jordan Narcisse Tori Wallar Professor Cary Accounting November 11, 2013 Section 2: Introduction Dr. Pepper-Snapple Group, Inc. 5301 Legacy Dr. Plano, TX 75024 Industry: Beverages (Non-Alcoholic) Sic Code: 2080- Beverages Major Products: Canada Dry (Ginger ale,) 7-up (lemon-lime,) A&W (Root beer,) Sunkist (Orange,) and Sun Drop (Citrus.) Competitors: Coca-Cola and PepsiCo. Stock exchange: 47.33 Ticker symbol: DPS
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Consequences and Remedy We have heard the word “Overtrading” used by bankers, credit rating organization and analysts. It’s therefore important to understand what is Overtrading, how it is cause and what serious repercussions will happen and as financial executive what we can do. So what is Overtrading? In simple word, it denotes a condition in which the resources in particular the liquid resources of a business are insufficient to maintain the existing level of trading. This particularly happens during
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Industries, a Fortune 1000 enterprise with revenues in excess of $1 billion. Riordans major customers are automotive parts manufactures, aircraft manufacturers, the Department of Defense, beverage makers and bottlers, and appliance manufacturers. The current reward system at Riordan is not performance and leans on other factors that may be a hindrance to some individuals who may believe that they are deserving, thus resulting in a decline in morale and work ethic because of the morale system. Riordan
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Company agreed yesterday to pay more than $156 million to resolve a federal lawsuit brought by black employees. The settlement also mandates that the company make sweeping changes, costing an additional $36 million, and grants broad monitoring powers to a panel of outsiders -- an unusual concession in employment discrimination cases. The lawsuit, filed in April 1999, accused Coke of erecting a corporate hierarchy in which black employees were clustered at the bottom of the pay scale, averaging $26,000
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Enterprise Internal Pay Equity Multiplier & Optimal Management Structure Analysis Compensation Standards.com October 2007 Steve Hennigan, CPA Board Chair CPS Energy Mark Van Clieaf MVC Associates International Consultants In Organization Design, Leadership & Shareholder Value www.mvcinternational.com Mark@mvcinternational.com Tampa • Houston • Toronto • London Copyright © 2007, MVC Associates International M3202.1 1 Original Internal Pay Equity Research Felt Fair Pay - “FFP” = 2 X •
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Part 4: Compensating Human Resources Chapter 11: Variable Pay and Executive Compensation Prepared by Linda Eligh, University of Western Ontario Copyright © 2008 by Nelson, a division of Thomson Canada Limited. 11–1 Learning Objectives After you have read this chapter, you should be able to: 1. 2. 3. 4. 5. 6. Define variable pay and identify three elements of successful pay-for-performance plans. Discuss three types of individual incentives. Explain three ways that sales employees
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1. The three branches of U.S. government are legislative, executive and judicial. For each of these, name the highest level of organization that acts for that branch and give a BRIEF description for each of that branch’s/organization’s function. a. Legislative: Congress, which consists of the House of Representatives and the Senate. They’re function is to vests power to legislate in the Congress of the United States. b. Executive: President; He/ she carries out federal laws and recommends them
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A.1 Horizontal, Vertical, Trend and Ratio Analysis Executive Summary The financial assessments of Competition Bikes, Inc. (CB) are based upon the income statements and balance sheets from Calendar Years 6, 7 and 8 to gauge the operation efficiencies of the company. In general, the analysis shows that, between Year 6 and 7, Competition Bikes, Inc. had a large growth in new earnings that was not capitalized in Year 8. The Net Earnings has moved from a positive 313.4% down to a -81.6% loss
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Deadline: 22 8th 2014 OBJECTIVE OF COMPENSATION: Acquire qualified personnel: compensation needs to high enough to attract applicant. Pay level must respond to the supply and demand of worker in the labor market. Retain current employee: employee must quit when compensation levels are not competitive, resulting in high turnover Reward desired behavior: pay should reinforce desired Control cost: a rational compensation system helps an organization obtain and retain worker at a reasonable cost
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annual tax rebate per household. Will the household be better or worse off under the new program? If the household does not change its consumption of gasoline, it will be unaffected by the tax-rebate program, because in this case the household pays 0.20*800=$160 in taxes and receives $160 as an annual tax rebate. The two effects would cancel each other out. To the extent that the household reduces its gas consumption through substitution, it must be better off. The new budget line (price change
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