Objectives: - 4 components of strategy analysis: firms goals and values, resources and capabilities, structure and management systems and industry environment - Measurement of profitability, Profit most useful measure of firm performance (maximization of profit) - Tools of Financial analysis - Shareholders and stakeholders - Value: - Commerce is creating value - Firm have to know what profit is and how to measure it - Economic profit more reliable measure as accounting profit - Measure
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degree of consistency, integration and cohesiveness in the company’s decisions and actions. • Michael Porter: Strategy is not about doing things better (its not just about improving your Operational Effectiveness [OE]), strategy is about doing things differently and deliberately choosing a different set of activities to delivery a unique mix of value. • Framework of Strategy o Goals and Values o Resources and Capabilities o Structure and systems • SWOT – link between the firm and industry
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With regards control variables, the study indicates that bank size and financial performance have a positive and significant influence on CSR disclosure, while relevant public has no effect. Therefore, the results indicate that corporate governance structure of board of directors within Islamic banks of GCC region does not play a major role on CSR disclosure, because of family control. These findings suggest the need for improving the existence of the best practice of corporate governance for Islamic
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ANALYSIS OF A COMPANY’S LIQUIDITY BASED ON ITS FINANCIAL STATEMENTS Pacurari Doina Universitatea din Bacau, Facultatea de Stiinte Economice, Bacau, str.Spiru Haret nr.8, E-mail doinap_ro@yahoo.com, Telefon 0740 179097, Muntean Mircea Universitatea din Bacau, Facultatea de Stiinte Economice, Bacau, str.Spiru Haret nr.8, E-mail doinap_ro@yahoo.com, Telefon 0740 223535 Abstract: The liquidity characterise the financial situation of the company, its ability to convert assets into cash or to obtain cash
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Business period 1 overview 5 HECKSCHER – OHLIN • Two production factors : Labor and Capital • Availability of C and L in countries differ • The ratio C : L differs between countries • If a country has an abundance of (say) Labor labor intensive production will be cheap (relative) and vice versa. • International trade will develop between countries of which one is labor intensive and the other capital intensive LAS: International Business
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COMPETITION 4 5.3 MARKETING STRATEGY 4 5.4 SWOT Analysis 5 Strengths 5 Weaknesses 5 Opportunities 6 Threats 6 6.0 MARKETING PLAN 6 Goals 6 Marketing Materials 7 Lead Conversion Plan 7 Service Experience 7 7.0 MANAGEMENT TEAM & COMPANY STRUCTURE 8 7.1 MANAGEMENT & OWNERSHIP 8 8.0 OPERATIONS PLAN 8 8.1 PRODUCTION 8 8.2 PROCESSING 9 8.3 SALES AND PROMOTION 9 8.4 OTHER OPERATIONAL PLANS 9 8.4.1 PERSONNEL PLAN 9 8.4.2 PURCHASING PROCEDURE 10 8.4.3 INVENTORY MANAGEMENT PROCEDURE
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Abstract This paper studies the effect of managerial ownership on performance and the determinants of managerial ownership for small and medium-sized private companies. We use a panel of around 1300 firms in the German business-related service sector for the years 1997-2000. Managerial ownership up to around 80 per cent has a positive impact on firm performance (incentive effect); for higher shares the effect becomes negative (entrenchment effect). Moreover, risk-aversion of managers and signalling
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The main method used is analysis and integration of theories to develop a conceptual model. This paper proposes that, through organizational learning a firm can develop hard to imitate knowledge resources and capabilities (human capital as well as organizational capital) that create value which in turn lead to superior performance. INTRODUCTION In the 21 century business landscape, firms must compete in a complex and challenging context that is being transformed by many factors from globalization
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The Five Forces Model An industry can be defined as a group or companies offering products or services that are close substitutes for each other. Close substitutes are products or services that satisfy the same basic consumer needs. For example, tea and coffee are close substitutes. Managers have to analyze competitive forces in an industry environment in order to identify opportunities and threats confronting to a company. Michael E. Porter of the Harvard School of Business Administration has
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Capital Structure Stewart C. Myers The Journal of Economic Perspectives, Vol. 15, No. 2. (Spring, 2001), pp. 81-102. Stable URL: http://links.jstor.org/sici?sici=0895-3309%28200121%2915%3A2%3C81%3ACS%3E2.0.CO%3B2-D The Journal of Economic Perspectives is currently published by American Economic Association. Your use of the JSTOR archive indicates your acceptance of JSTOR's Terms and Conditions of Use, available at http://www.jstor.org/about/terms.html. JSTOR's Terms and Conditions of Use provides
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