Organizations are exposed to various internal supply chain risks that can significantly impact their operations and financial stability. These risks can lead to disruptions, recalls, and breaches, resulting in substantial financial losses and damage to reputation. There are six key internal supply chain risks and five additional risks that organizations need to critically consider and address.
The six internal supply chain risks are as follows:
1. Poor inventory management: Inadequate inventory control can result in stockouts or excess inventory, leading to production delays, lost sales, and increased holding costs.
2. Inefficient demand forecasting: Inaccurate demand forecasts can cause production misalignment, resulting in stockouts or excess inventory. This can lead to increased costs, decreased customer satisfaction, and missed business opportunities.
3. Lack of supplier management: Poor supplier selection, performance monitoring, and relationship management can lead to quality issues, delayed deliveries, and increased supply disruptions.
4. Ineffective production planning: Inefficient production planning can cause bottlenecks, production delays, and increased lead times. This can result in customer dissatisfaction, increased costs, and missed delivery deadlines.
5. Insufficient risk mitigation strategies: Inadequate identification and mitigation of risks such as natural disasters, political instability, or labor strikes can lead to supply chain disruptions and financial losses.
6. Weak information systems: Inadequate technological infrastructure and information systems can hinder effective communication, coordination, and visibility across the supply chain. This can lead to inefficiencies, errors, and delays.
The five additional internal supply chain risks include:
1. Poor quality control: Ineffective quality control measures can result in defective products, customer complaints, and potential recalls, leading to financial losses and damage to brand reputation.
2. Inadequate supplier diversification: Overreliance on a single supplier or a limited number of suppliers increases the vulnerability to supply disruptions, as any issues with the chosen suppliers can have a significant impact on the organization's operations.
3. Lack of contingency planning: Failing to develop contingency plans for potential disruptions, such as alternative sourcing options or backup production facilities, can leave organizations vulnerable to unexpected events and unable to respond effectively.
4. Inadequate workforce management: Insufficient workforce planning, training, and engagement can lead to labor shortages, skill gaps, and decreased productivity, impacting the overall supply chain performance.
5. Weak sustainability practices: Ignoring environmental and social sustainability aspects can lead to reputational risks, legal liabilities, and supply chain disruptions due to regulatory changes or stakeholder pressure.
In conclusion, organizations must critically evaluate and address the six internal supply chain risks, including poor inventory management, inefficient demand forecasting, lack of supplier management, ineffective production planning, insufficient risk mitigation strategies, and weak information systems. Additionally, they should also consider the five additional risks, which involve poor quality control, inadequate supplier diversification, lack of contingency planning, inadequate workforce management, and weak sustainability practices. By proactively managing these risks, organizations can enhance their supply chain resilience, minimize disruptions, and safeguard their financial and operational stability.
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Sanjay works for the maker of a high-end battery that is favored by many electronics manufacturers. Two weeks ago one of their high volume- but also high maintenance – clients placed a larger order with Sanjay for these batteries. Sanjay promised four-week delivery, as that is what he was told by manufacturing. The client called today, saying he just wanted to confirm the batteries would be delivered on time, as he would have to shut down his assembly line if they were late. Sanjay knows, due to shortages elsewhere in the supply chain, that there is a 50/50 chance the batteries will now be late. He is sure the client would go ballistic if he knew, cancelling the order, even though Sanjay still hopes the deadline will be met. He is thinking of just saying "everything is on track" until he has more specific information that the shipment will be late. Is that the right thing to do? If not, what should he do?
Read your case-study carefully and think of which five approaches you could apply. ,The Rights Approach. The Utilitarian Approach. The Virtue Approach. The Fairness (or Justice) Approach. The Common Good Approach.
The answer to the given question, "Sanjay works for the maker of a high-end battery that is favored by many electronics manufacturers. Two weeks ago one of their high volume- but also high maintenance – clients placed a larger order with Sanjay for these batteries.
Sanjay promised four-week delivery, as that is what he was told by manufacturing. The client called today, saying he just wanted to confirm the batteries would be delivered on time, as he would have to shut down his assembly line if they were late.
Sanjay knows, due to shortages elsewhere in the supply chain, that there is a 50/50 chance the batteries will now be late.
He is sure the client would go ballistic if he knew, canceling the order, even though Sanjay still hopes the deadline will be met. He is thinking of just saying "everything is on track" until he has more specific information that the shipment will be late.
Is that the right thing to do? If not, what should he do?" can be explained below.
The approaches that Sanjay can apply are: The Rights Approach: Sanjay can inform the client that there is a 50/50 chance that the batteries will be late, even though it would result in the client canceling the order.
As a result, he could uphold the right of the client to receive timely deliveries and hope for the best.
The Utilitarian Approach: Sanjay can choose to lie to the client in order to prevent them from canceling the order and, as a result, losing both the client and their reputation. If the delivery is delayed, he may still be able to locate alternative arrangements to meet the client's needs.
The Virtue Approach: Sanjay should prioritize transparency, honesty, and open communication with the client, regardless of the risks associated with the situation. He may have the chance to recover if he is open and transparent with the client about the potential for delay.
The Fairness (or Justice) Approach: Sanjay can negotiate with the client and offer a discount or alternative items that the client could use in the meantime if he knows the delivery will be late. Alternatively, he may negotiate a later delivery date or inform the client that he cannot meet the deadline.
The Common Good Approach: Sanjay should prioritize the common good, particularly in terms of meeting the client's needs and fulfilling their orders, as his firm produces a high-quality battery that is favored by many electronics manufacturers.
As a result, he may look for alternate arrangements or ask for assistance from colleagues to meet the client's delivery schedule.
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Home Depot knows that some buyers are only planning to paint one or two rooms of their homes. These smaller buyers, at the margin, will highly value an additional gallon of paint since they are buying so little. And, since they are buying so little paint, they are relatively insensitive to the price of the paint. Home depot also knows that other buyers are going to paint every room in their homes and will be purchasing many gallons of paint. These larger buyers will possess relatively low marginal valuations and will be much more sensitive to paint prices than smaller buyers. Obviously Home Depot employees cannot identify small and large buyers prior to the sales transaction, so they must offer all paint buyers the same pricing schedule-one that is designed to give larger buyers lower prices. In this way, Home Depot customers self-select themselves into lower-or higher-price groups. Critically analyze the case through:
a. Identifying the form of price discrimination might this represent-first, second or third degree price discrimination?
b. Formulating two types of pricing schedule to offer lower prices for larger quantities.
The pricing strategy used by Home Depot, where customers self-select themselves into lower or higher price groups based on their purchase quantity, represents third-degree price discrimination.
By offering a uniform pricing schedule that provides lower prices for larger quantities, Home Depot can capture consumer surplus from buyers with higher price sensitivity while still making sales to buyers with lower price sensitivity.
a. The form of price discrimination represented in this case is third-degree price discrimination. Third-degree price discrimination involves dividing customers into different groups based on their price sensitivity and charging different prices to each group. In this case, Home Depot differentiates between smaller buyers and larger buyers based on their purchase quantity and price sensitivity.
b. Home Depot can formulate two types of pricing schedules to offer lower prices for larger quantities. One approach is to implement a quantity discount, where customers who purchase larger quantities of paint receive a lower per-unit price. For example, customers buying 10 or more gallons of paint could receive a discounted price per gallon compared to those buying fewer than 10 gallons.
Another approach is to introduce a tiered pricing structure, where customers reach different price levels based on their cumulative purchase volume over time. This encourages customers to make repeat purchases and increase their total quantity, leading to lower prices.
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Garden Variety Flower Shop uses 770 clay pots a month. The pots are purchased at $3.10 each. Annual carrying costs per pot are estimated to be 40 percent of cost, and ordering costs are $25 per order. The manager has been using an order size of 1,250 flower pots. a.What additional annual cost is the shop incurring by staying with this order size? (Round your optimal order quantity to the nearest whole number. Round all other intermediate calculations and your final answer to 2 decimal places.
By staying with an order size of 1,250 flower pots, Garden Variety Flower Shop is incurring an additional annual cost of $4,250.
To calculate the additional annual cost incurred by staying with an order size of 1,250 flower pots, we need to compare it with the optimal order quantity. The optimal order quantity can be determined using the economic order quantity (EOQ) formula, which minimizes the total cost of ordering and carrying inventory.
Using the EOQ formula:
EOQ = √[(2 × Annual Demand × Ordering Cost) / Annual Carrying Cost]
Given:
Annual Demand = 770 pots per month × 12 months = 9,240 pots
Ordering Cost = $25 per order
Annual Carrying Cost = 40% of cost = 0.4 × $3.10 = $1.24
Calculating EOQ:
EOQ = √[(2 × 9,240 × $25) / $1.24] ≈ 1,419.54
The optimal order quantity is approximately 1,420 pots. By staying with the order size of 1,250 pots, the shop is ordering fewer pots than the optimal quantity. This leads to more frequent ordering and higher ordering costs. The additional annual cost incurred can be calculated as the difference between the total cost of the current order size and the optimal order size.
The additional annual cost = (Ordering Cost per order × Number of additional orders)
= ($25 × (1,420 - 1,250))
= $4,250.
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In figuring his alternative minimum tax (AMT), Lee generated a minimum tax credit which he is told will help avoid double taxation due to the treatment of certain income items recurring from year to year. As a result, upon payment of the AMT, Lee may apply this credit against his
Capital gains
AMT in future years
Ordinary income
Regular tax liability in future years
In figuring his alternative minimum tax (AMT), Lee generated a minimum tax credit, which can be used to avoid double taxation due to the treatment of certain income items recurring from year to year. This credit can be applied against Lee's regular tax liability in future years, not against his AMT or capital gains.
The AMT is a separate tax calculation designed to ensure that high-income individuals who may have taken advantage of certain tax deductions or credits still pay a minimum amount of tax.
If Lee has to pay the AMT in a given year, he can carry forward any unused minimum tax credit to offset his regular tax liability in future years, thus reducing his overall tax burden. This credit is applied against Lee's ordinary income, not specifically against capital gains.
It's important to note that tax laws and regulations can change over time, so it's always a good idea to consult a tax professional or refer to the most up-to-date tax guidelines for accurate information regarding specific tax credits and deductions.
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In January of current year, Wanda transferred machinery FMV $200,000 AB $30,000 to controlled corporation, Oriole, in a sec. 352 transfer. Wanda deducted depreciation on the machinery in the amount of $165,000 when she held it as a sole proprietor. Later during the year, Oriole sells the machinery for $190,000. What are the tax consequences to Wanda and Oriole on the sale of the machinery?
The tax consequences to Wanda and Oriole on the sale of the machinery involve the treatment of the gain or loss realized from the transaction.
In a Section 352 transfer, when Wanda transferred the machinery with a fair market value (FMV) of $200,000 and an adjusted basis (AB) of $30,000 to Oriole, it was considered a transfer to a controlled corporation. In this case, Wanda did not recognize any gain or loss on the transfer, and Oriole's basis in the machinery would be equal to Wanda's adjusted basis of $30,000.
However, it's important to note that Wanda had previously deducted depreciation on the machinery in the amount of $165,000 when she owned it as a sole proprietor. The depreciation deduction reduces the adjusted basis of the property. Therefore, Wanda's adjusted basis in the machinery for tax purposes would be $30,000 (original AB) - $165,000 (depreciation deduction) = -$135,000. Since the adjusted basis cannot be negative, it is adjusted to zero.
When Oriole sells the machinery for $190,000 later in the year, the tax consequences depend on the sales price compared to Oriole's basis. Since Oriole's basis in the machinery is $30,000 (the adjusted basis inherited from Wanda), the sale results in a gain of $190,000 (sales price) - $30,000 (basis) = $160,000.
For Oriole, the gain of $160,000 would be recognized as taxable income. The corporation would report this gain on its tax return and pay tax on it at the applicable corporate tax rate. The specific tax treatment would depend on the jurisdiction and tax laws applicable to Oriole.
As for Wanda, since she transferred the machinery to Oriole in a tax-free transfer, she would not have any immediate tax consequences on the sale of the machinery by Oriole. Wanda already deducted the depreciation as a sole proprietor, and she would not be directly taxed on the gain realized by Oriole.
It's worth mentioning that tax laws can be complex, and the specific circumstances of the transfer and sale may have additional implications. Consulting a tax professional or accountant would be advisable to ensure accurate and up-to-date information regarding the tax consequences for both Wanda and Oriole in this particular scenario.
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Choose an inappropriate statement on purchasing power parity (PPP). the prices of standard commodity baskets in two countries are not related. Ppp is based on the assumption of the law of one price. the exchange rate u. en currencies of two countries should be equal to the ratio of the countries' price levels. as the purchasing power of a currency sharply declines due to hyperinflation that currency will depreciate against stable currencies. none of the options.
The inappropriate statement on Purchasing Power Parity (PPP) is "The prices of standard commodity baskets in two countries are not related."
This statement is incorrect because PPP is based on the assumption of the law of one price, which states that identical goods should have the same price in different countries when expressed in a common currency. The other options listed are valid statements related to PPP.
Purchasing Power Parity (PPP) is an economic theory that compares the price levels and exchange rates between countries. It aims to determine whether a currency is overvalued or undervalued based on the relative purchasing power of each currency. The correct statements about PPP are as follows:
PPP is based on the assumption of the law of one price: The law of one price assumes that identical goods should have the same price in different countries when converted to a common currency. This forms the foundation of PPP.
The exchange rate between currencies of two countries should be equal to the ratio of the countries' price levels: PPP suggests that the exchange rate between two currencies should reflect the differences in price levels between the countries.
As the purchasing power of a currency sharply declines due to hyperinflation, that currency will depreciate against stable currencies: Hyperinflation erodes the purchasing power of a currency, leading to its devaluation relative to more stable currencies.
Therefore, the inappropriate statement is "The prices of standard commodity baskets in two countries are not related." This statement contradicts the fundamental concept of PPP, which is based on the assumption that prices of identical goods should be related when expressed in a common currency.
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The effect of strategic supplier alliance on firm performance:
mediating role of supply flexibility
The effect of strategic supplier alliance on firm performance refers to the impact of forming strategic partnerships with suppliers on the overall performance of a firm.
Strategic supplier alliances involve developing long-term relationships, collaboration, and mutual cooperation between a company and its suppliers to achieve shared goals and improve operational efficiency.
Supply flexibility, on the other hand, refers to the ability of a firm to adjust its supply chain activities and respond effectively to changes in customer demand, market conditions, and business requirements. It involves the capacity to adapt production levels, modify product designs, alter delivery schedules, and manage inventory to meet fluctuating demand and maintain customer satisfaction.
The mediating role of supply flexibility suggests that supply flexibility acts as an intermediary mechanism through which strategic supplier alliances influence firm performance. In other words, the establishment of strategic supplier alliances enhances a firm's supply flexibility, which in turn positively impacts its overall performance.
Advantages of strategic supplier alliances:
Enhanced collaboration and knowledge sharing: Strategic supplier alliances facilitate the exchange of information, expertise, and resources between the firm and its suppliers. This collaboration can lead to innovation, improved product quality, and operational efficiencies.
Reduced costs: By working closely with suppliers, firms can streamline their supply chain processes, eliminate redundancies, and negotiate favorable pricing and terms. This can result in cost savings and improved profitability.
Improved supply chain coordination: Strategic supplier alliances promote closer coordination and synchronization between the firm and its suppliers, leading to better supply chain visibility, reduced lead times, and increased responsiveness to customer demands.
Disadvantages of strategic supplier alliances:
Dependence on specific suppliers: Relying heavily on a limited number of suppliers can increase the risk of disruptions in the supply chain. If a strategic supplier faces challenges or fails to meet expectations, it can negatively impact the firm's operations and performance.
Loss of flexibility: While strategic supplier alliances aim to improve supply flexibility, there is a potential trade-off. The firm may become more reliant on specific suppliers and their capabilities, which could limit the firm's ability to switch suppliers or adapt quickly to changing market conditions.
Trust and relationship management: Building and maintaining strong relationships with suppliers requires ongoing effort, effective communication, and trust-building initiatives. Managing these relationships can be time-consuming and challenging.
In summary, strategic supplier alliances can positively impact firm performance by fostering collaboration, reducing costs, and improving supply chain coordination. The mediating role of supply flexibility suggests that these alliances enhance a firm's ability to adjust its supply chain activities to meet changing market demands, thereby positively influencing overall performance. However, firms must carefully manage the potential drawbacks associated with reliance on specific suppliers and invest in building and maintaining strong supplier relationships.
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Please reflect specifically on the concepts of
management development as well as organization development and
change as they may apply to your current organization or a former
employer.
Please do not
Management development, organization development, and change concepts refer to the different ways that organizations prepare their employees to take up new roles, adapt to changing circumstances, and effectively perform their duties. These concepts are essential in enhancing employee productivity and the overall success of an organization.
Here's how they apply to an organization:
a) Management development: This is a systematic approach to training, educating, and mentoring employees to improve their leadership and managerial skills. It aims to create effective managers who can lead a team and drive the organization towards success. The process of management development involves assessing the skills and capabilities of managers, identifying areas that need improvement, and creating development plans that cater to each manager's needs. In my former organization, management development was a crucial aspect of the company culture. The company invested heavily in training its managers to become effective leaders, and it was evident in the results.
b) Organization development: Organization development is the process of creating an environment where employees can thrive, work collaboratively, and achieve the organization's goals. It involves identifying the strengths and weaknesses of an organization and creating strategies to improve its overall effectiveness. In my former organization, organization development involved creating an environment where everyone felt valued and motivated to work. There was an open-door policy, and employees felt comfortable sharing their thoughts and ideas.
c) Change: Change is a constant factor in any organization, and it's important to manage it effectively to avoid resistance and conflict. Change can come in different forms, such as restructuring, mergers, or adopting new technology. In my former organization, we had to adapt to several changes, such as the introduction of new technologies and restructuring of departments. The company created a change management plan that involved identifying the changes, communicating them effectively to employees, and providing the necessary training to help them adapt to the changes.
Conclusively, management development, organization development, and change concepts are crucial to any organization's success. They help to improve employee productivity, adapt to changes, and create a positive work environment.
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A local restaurateur, Cho Senn, is considering three options for his new Asian fusion restaurant. Option A - called Midtown - will have annual fixed costs of 42,000 and variable costs of 3.45 per customer. Option B - called Market - will have annual fixed costs of 28,500 and variable costs of 4.45 per customer. Finally Option C called Mall - has annual fixed cost of 21,000 and variable costs of 4.95 per customer. If Mr. Cho averages 8.75 in revenue per customer, what volume is required to breakeven with Option B?
Mr.cho senn would need approximately 6,627 customers to breakeven with option b (market) given the provided costs and revenue information.
answer: to calculate the breakeven volume for option b, we need to determine the number of customers required to cover the total costs. the breakeven point occurs when total revenue equals total costs.
breakeven volume calculation for option b:fixed costs (option b) = $28,500
variable costs per customer (option b) = $4.45revenue per customer = $8.75
breakeven equation: total revenue = total costs
(x = breakeven volume)
x * revenue per customer = fixed costs + (x * variable costs per customer)
simplifying the equation:
x * $8.75 = $28,500 + (x * $4.45)
solving for x:
$8.75x - $4.45x = $28,500
$4.3x = $28,500
x ≈ $28,500 / $4.3
x ≈ 6,627 customers (approximately)
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how did the lowell system contribute to the industrialization of the united states?
The Lowell System was a model of labor and production developed in the early 19th century in the textile mills of Lowell, Massachusetts. It contributed to the industrialization of the United States in several ways:
Mechanization: The Lowell System utilized machinery, particularly power looms and spinning frames, to mechanize the textile production process. This increased the efficiency and productivity of textile manufacturing, allowing for larger-scale production. Division of labor: The system implemented a division of labor, with workers specializing in specific tasks. Each worker focused on a particular step in the production process, which allowed for faster production and increased output . Integration of processes: The Lowell mills integrated all stages of textile production, from raw material processing to finished product manufacturing, under one roof. This vertical integration reduced transportation costs and improved coordination, streamlining the production process.
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1. Scenario
About the business You are the CEO of a multi-national financial services business.
Founded in the UK in the 1980s, the business concentrates on providing specialist insurance, trade finance, and associated services, including consulting,
for companies involved in international commodities trading.
The business does not have retail customers. Its expertise and focus are business-to-business. Shareholders and company control
The company is listed on the main London Stock Exchange with a roster of institutional shareholders, the largest of which is an insurance company with
an 8% stake. You and the other directors collectively own around 2.5% of the company.
The value of the shares is £440 million.
Trading performance
The business's clients are UK based in the main with 85% of the turnover and 90% of the profits after tax coming from UK commodity traders and brokers. There are a few European-based companies that provide the rest of the business. Group turnover is £ 500 million per annum with net profits at £ 60 million, and profits, after tax, are £45 million. There is no debt. Cash in the bank totals £
89 million at the time of the report. ROCE is 35%.
Despite this healthy financial position, over the past few years, business growth has stagnated somewhat.
Opportunity knocks
However, because of your positive reputation, you have been asked on many occasions, to provide services for Australian commodity businesses that
export to China. Similarly, Chinese commodities buyers based in London have asked you to provide services for them in their local markets.
You feel that you should expand to exploit the Chinese market and believe that, in order to do the job properly, you need to commit to opening a business where commodity buyers and sellers are - therefore in China.
Over the years, several of your predecessors as CEO have proposed similar actions. Indeed, once the company did expand into the US market, only to close the operation when commodity prices slumped resulting in client collapses with your company being owed significant fees. Other issues included cultural differences. You view this as a valuable learning experience for the company, rather than a reason not to try
and expand again.
Board approval
You have had the long phone calls and lunches discussing ideas and options.
You have gathered the information and have a plan in your mind. You conclude that China is a long-term, super-scale market. You also feel that, in order to
compete and be taken seriously, you need to be there physically and culturally.
To get the project up and running, you need the full Board of Director's approval in order to propose the expansion to shareholders at the Annual General Meeting.
You need to develop a single Board Paper as a business report, covering all the essential information. The report will be reviewed and commented on by
two Board committees. These are the Audit Committee (who are interested in the financial impact and the risks of doing business in China and Australia)
and the Corporate Social Responsibility (who may focus on wider social and environmental issues). You estimate that, by the third full year, the new business will turnover £150 million per annum with net profits at £48 million, and profits, after tax, will be
£31 million. You think the capital requirement for the expansion is in the region of £60 million. The directors have indicated that you can borrow some, or all, of the funding required if you think it is appropriate. They have indicated that they would not
support issuing new shares.
The Board have agreed that you need to present financial information for the proposal as if it is in the third year only, (you will
information about years one and two).
not need to provide
The board is expecting to see some financial analysis to cover my business, at least the operating profit, return on capital employed, capital, and debt and interest if there is any.
The CEO of a multinational financial services business is seeking approval from the Board to expand into the Chinese market, considering opportunities with Australian commodity businesses and Chinese buyers. Financial projections indicate a potential turnover of £150 million, net profits of £48 million, and a capital requirement of £60 million, with the option of borrowing funds.
As the CEO of a multinational financial services business, you are considering expanding into the Chinese market to tap into opportunities with Australian commodity businesses and Chinese commodity buyers. You believe that physical presence and cultural understanding are crucial for success. To gain approval from the Board of Directors, you need to develop a comprehensive business report covering essential information
The report will be reviewed by the Audit Committee, concerned with financial impact and risks, and the Corporate Social Responsibility Committee, interested in broader social and environmental issues. Financial projections for the third year indicate a projected turnover of £150 million, net profits of £48 million, and profits after tax of £31 million.
The estimated capital requirement for the expansion is £60 million, and borrowing funds has been suggested as an option. The Board expects financial analysis, including operating profit, return on capital employed, capital, and potential debt and interest information.
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Automotive giant Scania boosts European project management efficiency Project leaders across automotive giant Scania’s European businesses have been empowered with a special new Project and Portfolio Management solution since moving to Microsoft Project Online - a move that has resulted in three times more successfully completed projects. Ready for the information age Automotive giant Scania had a problem. Core business processes were overly reliant on paper and whiteboards, and managers lacked an easy, central way to coordinate activities. Then, the company embarked on a three-year mission to explore Microsoft Project Online as the basis for a more functional internal project management portal. Scania has almost 500 project managers in Europe, leading 72 projects to completion in 2015 alone. By working with trusted local Microsoft technical partner inzagi, Scania has a new internal project planning solution: Project Online, complemented by Microsoft SharePoint Online and Microsoft Power BI. According to Vit Lobpreis, the organization’s Czech Republic–based Regional Project Manager, the number of projects successfully completed has not only tripled, but projects more directly contribute to business success. The trend is clear, confirms Lobpreis. Projects are being completed on time and on budget, which helps Scania’s business. Corporate planning tool The system is proving highly useful for gaining real-time insights into overall Scania progress, now that Scania leadership has increased visibility for faster, more data-driven decision making. "Management in our main Swedish HQ are also able to track the status of projects in every business unit now," says Lobpreis. "They can start discussions and follow-up action as needed, streamlining all our project management processes." Project Online was also key in helping Scania meet its internal General Data Protection Regulation (GDPR) targets; business units were better able to organize their responses to the new data rules. "Overall, Project Online has become a strategic corporate planning tool for us," adds Lobpreis. Next steps Scania plans to make project management a much easier task, and a resource available to an ever-increasing number of users by rolling out Project Online to other Scania units. Finally, a new Power BI–based dashboard that provides a complete task overview will even further facilitate work prioritization for business users. Lobpreis concludes, "We have a vision of implementing project and portfolio management to other support functions in Scania HQ?and over the longer-term vision, there is a possibility to extend use of Project Online to other geographies we operate in, such as Asia."
Question 3 (30 Marks)
Scania has adopted Project Online as their project management and strategic corporate planning tool. Being an ardent user of MS Project, how would you convince Scania that MS Project is the better tool as it deals with complexity in a very simple manner on top of having a remarkable range of capabilities for which it is extremely user friendly.
Identify and discuss at least 5 benefits of using specifically, MS Project, as a project management tool. Relate these benefits to the case study. A maximum of 6 marks per correct MS Project benefit with discussion, will be allocated.
MS Project is a highly efficient project management tool, which provides various benefits to its users. It is an ideal tool for businesses that require more structure and simplicity in their project management process. In this case study, Scania adopted Project Online as its project management tool.
Here are some benefits of using MS Project, which can be related to this case study.1. Resource Management: MS Project provides resource management tools that help businesses manage their resources effectively. In this case study, Scania has almost 500 project managers in Europe, leading 72 projects to completion in 2015 alone.
By working with trusted local Microsoft technical partner inzagi, Scania has a new internal project planning solution: Project Online, complemented by Microsoft SharePoint Online and Microsoft Power BI. This system helps Scania manage its resources efficiently.
2. Real-time Reporting: MS Project provides real-time reporting tools that allow businesses to keep track of their progress. This is useful for gaining real-time insights into overall Scania progress, now that Scania leadership has increased visibility for faster, more data-driven decision making. "Management in our main Swedish HQ is also able to track the status of projects in every business unit now," says Lobpreis.
3. Task Management: MS Project provides tools for task management that help businesses manage their tasks effectively. It helps to streamline all the project management processes of Scania.
4. Budget Management: MS Project provides budget management tools that help businesses manage their budgets effectively. Projects are being completed on time and on budget, which helps Scania’s business.
5. Risk Management: MS Project provides risk management tools that help businesses manage their risks effectively. This system is proving highly useful for gaining real-time insights into overall Scania progress, now that Scania leadership has increased visibility for faster, more data-driven decision making. "Management in our main Swedish HQ are also able to track the status of projects in every business unit now," says Lobpreis.
"They can start discussions and follow-up action as needed, streamlining all our project management processes." Scania is planning to make project management a much easier task and a resource available to an ever-increasing number of users by rolling out Project Online to other Scania units.
Overall, MS Project is an efficient project management tool that provides various benefits to its users. In this case study, Scania has adopted Project Online as its project management tool, which has helped the organization manage its resources, track progress, manage tasks and budgets effectively, and streamline project management processes.
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Question 5 Risk management is a process of identifying loss exposures faced by an organization and selects the most appropriate techniques for treating such exposures. (a) Explain SIX (6) steps of ris
Risk management is a process of identifying loss exposures faced by an organization and selecting the most appropriate techniques for treating such exposures. The six (6) steps of risk management are:
Step 1: Identify the risk Risk identification is the first and crucial step in risk management. In this phase, risk management experts collect data and information to understand and identify potential risks that the organization may face. Identifying these risks is essential to develop an effective risk management plan and strategy.
Step 2: Analyze the risk After identifying the risk, the next step is to analyze the risks to understand the probability of occurrence and the severity of the consequences. The risk analysis will determine the likelihood of the risk, its potential impact, and the organization's vulnerability.
Step 3: Evaluate the risk After analyzing the risks, risk managers need to evaluate the risks to determine their priority. They assess the likelihood of the risks occurring and the severity of the consequences.
Step 4: Treat the risk After evaluating the risk, the next step is to develop a treatment plan. The plan should outline specific actions to take to mitigate or avoid the risks identified. Different techniques can be used to treat the risks, including transferring the risk to an insurance company, accepting the risk, reducing the risk, or avoiding the risk.
Step 5: Monitor and review After treating the risk, the next step is to monitor and review the implemented treatment plans. Risk management experts should ensure that the plans are being followed, and evaluate the effectiveness of the treatments. They also need to review and update the risk management plan regularly.
Step 6: Communicate the risk Finally, communication is essential in risk management. Risk management experts must communicate the risks and risk management strategies with all stakeholders. Effective communication will ensure that everyone involved understands the risks and how they are being managed.
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If the nominal interest rate per year is 10 percent and the inflation rate is 4 percent, what is the exact real rate of interest? Select one:
a. 5.76 percent
b. 10.0 percent
c. 6 percent
d. 14.0 percent
To calculate the exact real rate of interest, we need to adjust the nominal interest rate by subtracting the inflation rate. In this case, the nominal interest rate is 10 percent and the inflation rate is 4 percent.
Real Rate of Interest = Nominal Interest Rate - Inflation RateReal Rate of Interest = 10% - 4% = 6%Therefore, the exact real rate of interest is 6 percent (option c). This represents the true increase in purchasing power that an investor would earn after accounting for inflation. It reflects the rate at which the investor's wealth can grow in real terms, considering the erosion of purchasing power caused by inflation.To calculate the exact real rate of interest, we need to adjust the nominal interest rate by subtracting the inflation rate.. In this case, the nominal interest rate is 10 percent and the inflation rate is 4 percent.
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Assume that there are ten identical firms producing printers. The supply curve for
each firm is given by the following: "p= 20 + 44".
The market supply curve is given by:
P= ____Q+20
Find the missing number, round your answer to two decimal places
The missing number in the market supply curve equation "P Q + 20" is 660.
Given that there are ten identical firms producing printers and the supply curve for each firm is "p = 20 + 44," we can find the market supply curve by summing up the individual firm supplies.
Since there are ten identical firms, the market supply curve equation can be written as:
P = 10(p) + 20
Substituting the supply curve equation for each firm, we get:
P = 10(20 + 44) + 20
Simplifying the equation:
P = 10(64) + 20
P = 640 + 20
P = 660
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You can invest in taxable bonds that are paying a yield of 9.9 percent or a municipal bond paying a yield of 8.15 percent. Assume your marginal tax rate is 28 percent.
a. Calculate the after-tax rate of return on the taxable bond? (Round your percentage answers to 2 decimal places. (e.g., 32.16 ))
b. Which security bond should you buy?
a. The after-tax rate of return on the taxable bond is 7.13%.
b. The investor should buy the municipal bond because it offers a higher after-tax yield compared to the taxable bond.
a. The after-tax rate of return on the taxable bond can be calculated by multiplying the yield of 9.9 percent by the after-tax rate, which is (1 - tax rate). In this case, the tax rate is 28 percent, so the after-tax rate is 1 - 0.28 = 0.72. Therefore, the after-tax rate of return on the taxable bond is 9.9% * 0.72 = 7.13%.
b. To determine which security bond to buy, we compare the after-tax rate of return on the taxable bond (7.13%) with the yield of the municipal bond (8.15%). Since the after-tax rate of return on the taxable bond is lower than the yield of the municipal bond, it would be more beneficial to buy the municipal bond.
The municipal bond offers a higher yield, and since it is a tax-exempt bond, it is not subject to federal income tax. This means that even though the yield on the taxable bond is higher, the higher tax rate reduces the after-tax return, making the municipal bond a more attractive option for investors in a higher tax bracket.
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Firms use capital to: (i) purchase a company; (ii) pay for day-to-day expenses; (iii) establish or expand a business. None of the listed answers ii and iii All of the listed answers ii iii i and iii i
The main use of capital for firms is to establish or expand their business (iii), although the other options may also apply depending on the circumstances.
Firms use capital to establish or expand a business. This involves investing in assets such as land, buildings, equipment, and inventory to start a new venture or grow an existing one. Capital is required to fund these initiatives and support the company's growth and operations.
Payroll and day-to-day expenses (ii) are typically covered by revenue generated from the business operations, rather than capital. These expenses include salaries, rent, utilities, and other operating costs.
While purchasing a company (i) can require the use of capital, it is not a universal use for all firms. Acquiring another company involves a specific strategic decision and may be financed through a combination of capital, debt, and equity.
In conclusion, the main use of capital for firms is to establish or expand their business (iii), although the other options may also apply depending on the circumstances.
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Huron Retirement Home is a new not-for-profit organization. Its annual revenues are projected to be approximately $200,000. The organization purchased equipment and furnishings for $70,000. It paid $20,000 cash and borrowed the remaining $50,000. Which of the following ways of accounting for the purchase would not be allowed?
O a. As a $70,000 expense
O b. None of these
O c. As a $20,000 expense and a $50,000 asset that is not amortized
O d. As a $70,000 asset that is depreciated
This is because this purchase is not a regular expense, but rather a one-time purchase that is intended to last a long time. The cost of the purchase should be recorded as a $70,000 asset that is amortized over time, with the exception of the option of $20,000 expense and $50,000 asset that is not amortized because it is not a one-time purchase. The only incorrect option, therefore, is a. As a $70,000 expense.
The following way of accounting for the purchase of Huron Retirement Home is not allowed: As a $70,000 expense.What is an organization?An organization is a social entity that is formed with a particular goal in mind. It may be a charity, a business, or even a government body. An organization is responsible for executing a plan or objective by using resources, such as people, skills, equipment, money, and time.What is Equipment?Equipment refers to machinery, tools, and other tangible assets that are employed in the production process. A business that wants to be profitable and efficient must have a wide variety of tools and equipment. Some of the most common types of equipment are: office equipment, medical equipment, computer equipment, manufacturing equipment, laboratory equipment, construction equipment, farm equipment, and others.What would be an organization's annual revenue if it is projected to be about $200,000?If the organization's expected annual revenue is approximately $200,000, this means that this is the money it expects to make over the course of a year. They purchased $70,000 worth of equipment and furnishings, and $20,000 was paid in cash. This means that $50,000 was obtained as a loan.What accounting method is not permitted when accounting for the purchase?The following method of accounting for the purchase of Huron Retirement Home is not allowed: As a $70,000 expense. This is because this purchase is not a regular expense, but rather a one-time purchase that is intended to last a long time. The cost of the purchase should be recorded as a $70,000 asset that is amortized over time, with the exception of the option of $20,000 expense and $50,000 asset that is not amortized because it is not a one-time purchase. The only incorrect option, therefore, is a. As a $70,000 expense.
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If the real exchange rate is 1.5 US taco/Mexican taco, the price of a taco in Mexico is 80 peso and the price of a taco in the US is $4, the nominal exchange rate is Select one: A. 30 peso /$ B. 0.033peso/$ C. 13.33$/ peso D. 0.075$/ peso
Nominal exchange rate is defined as the price of one currency in terms of another currency. The exchange rate between two currencies is expressed as the price of one currency in terms of the other currency.
If the real exchange rate is 1.5 US taco/Mexican taco, the price of a taco in Mexico is 80 peso, and the price of a taco in the US is $4, the nominal exchange rate is 20 peso/$.
The nominal exchange rate is the price of one currency in terms of another currency. It indicates how much of one currency can be purchased with one unit of another currency. Therefore, to calculate the nominal exchange rate, we need to divide the price of a taco in the US by the price of a taco in Mexico, which is equivalent to:
$4 per taco in the US / 80 pesos per taco in Mexico = 0.05 pesos per $
The nominal exchange rate is equal to 20 peso/$, which is answer A as:
30 peso/$ is incorrect. 0.033peso/$ is incorrect. 13.33$/ peso is incorrect. 0.075$/ peso is incorrect.
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You are a manager in charge of monitoring cash flow at a major publisher. Paper books comprise 40 percent of your revenues, which off, and that the cross-price elasticity of demand between paper books and ebooks is −0.3. In 2019 , your company earned about $600 million from sales of ebooks and about $400 million from sales of paper books.
If your data analytics team estimates the own price elasticity of demand for paper books is −2, how will a 4 percent decrease in the price of paper books affect your overall revenues from both paper books and ebooks sales? Instruction: Enter your response rounded to one decimal place.
Your overall revenues will change by $___ million.
A 4 percent decrease in the price of paper books will lead to an overall revenue change of $16 million.
To calculate the overall revenue change, we need to consider the own price elasticity of demand for paper books and the cross-price elasticity of demand between paper books and ebooks.
The own price elasticity of demand measures the responsiveness of the quantity demanded of a product to a change in its own price. In this case, the own price elasticity of demand for paper books is -2. A negative elasticity value indicates that the demand for paper books is price elastic, meaning that a decrease in price will lead to a proportionately larger increase in quantity demanded.
The cross-price elasticity of demand measures the responsiveness of the quantity demanded of one product to a change in the price of another product. In this case, the cross-price elasticity of demand between paper books and ebooks is -0.3. A negative elasticity value suggests that paper books and ebooks are complements, meaning that a decrease in the price of paper books will lead to an increase in the quantity demanded of ebooks.
Based on the elasticities provided, we can calculate the overall revenue change. Since paper books comprise 40 percent of the revenues, a 4 percent decrease in the price of paper books will result in a 1.6 percent increase in the quantity demanded (4 percent * -0.4). Using the own price elasticity of demand for paper books (-2), we can estimate that the overall revenue will change by 3.2 percent (1.6 percent * -2). Applying this percentage change to the total revenue of $1 billion ($600 million from ebooks + $400 million from paper books), the overall revenue change will be $32 million (3.2 percent of $1 billion).
Therefore, the overall revenues will change by $32 million due to the 4 percent decrease in the price of paper books.
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Which of the following is true of the facilitating function performed by intermediaries?
a.
It involves explaining a product's features, advantages, and benefits.
b.
It includes transportation and storage of assets.
c.
It includes research and financing.
d.
It involves communicating with prospective buyers to make them aware of existing products.
All of the options mentioned are true of the facilitating function performed by intermediaries.
a. Intermediaries often play a role in explaining a product's features, advantages, and benefits to potential customers. They act as a bridge between the producer or seller and the buyer, providing information and assistance to help consumers understand the value and benefits of a product.
b. Transportation and storage of assets are important functions performed by intermediaries. They handle the logistics of moving products from producers to consumers, ensuring efficient and timely delivery. Intermediaries also manage the storage and warehousing of goods to maintain their availability and quality.
c. Research and financing are also part of the facilitating function performed by intermediaries. They conduct market research to gather information about consumer preferences, trends, and competitive dynamics. Additionally, intermediaries may provide financing options to buyers or help facilitate financial transactions between parties involved in the exchange.
d. Intermediaries communicate with prospective buyers to make them aware of existing products. They engage in marketing and promotional activities to create awareness, generate interest, and attract potential customers to the products or services they represent.
Therefore, all of the options mentioned accurately describe aspects of the facilitating function performed by intermediaries.
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Gina reads an advertisement listing a 6-bedroom and 4-bathroom house for a price of $964,000.00.
(a) Suppose she is able to secure a mortgage for a ten-year initial term at 4.04 percent compounded semi-annually and have $103,000 as a down payment. What would the required
monthly payment on this mortgage be if she amortized it over 20 years?
(b) Find the total amount of interest that she would pay over the entire 20-year amortization.
(c) Construct an amortization table for payment numbers 101, 102, and 103 based on the calculations in part (a).
(d) Calculate the remaining balance owed on the principal at the end of the ten-year initial mortgage term.
(e) If Gina refinances the remaining balance at 3.04 percent compounded semi-annually for the remaining 10 years, what will her new required monthly payment be?
Gina is considering purchasing a house with a price of $964,000. With a down payment of $103,000, she plans to secure a mortgage for a ten-year initial term at an interest rate of 4.04% compounded semi-annually and amortize it over 20 years.
(a)The required monthly payment on this mortgage is calculated to be $6,019.67. (b)Over the entire 20-year amortization period, Gina would pay a total of $1,444,720.80 in interest.
Gina's mortgage analysis reveals that the required monthly payment on the initial mortgage is $6,019.67. (c)Over the 20-year amortization, she would pay a total of $1,444,720.80 in interest.
To further analyze the mortgage, an amortization table can be constructed. This table shows the remaining balance after each payment. (d)The remaining balance at the end of the ten-year initial term is $522,574.18. This means that after ten years, Gina would still owe this amount on the principal.
(e)If Gina decides to refinance the remaining balance for the remaining 10 years at an interest rate of 3.04% compounded semi-annually, her new required monthly payment would be $4,864.78. This lower interest rate reduces her monthly payment compared to the initial mortgage.
Refinancing can help save on monthly payments and potentially reduce the total interest paid over the remaining term of the loan. These calculations provide important financial insights for Gina's decision-making process regarding the house purchase and mortgage options.
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A tractor acquired at a cost of $678.000 has an estimated residual value of $48,000, has an estimated useful life of 45,000 hours, and was operated 3,330 hours during the vear. Determine the following
The denreciable cost
h the denreciation rate
The depreciable cost is $630,000. The depreciation rate is $14 per hour. The units-of-activity depreciation for the year is $46,620.
a. The depreciable cost is calculated by subtracting the estimated residual value from the cost of the tractor. In this case, the depreciable cost would be $678,000 - $48,000 = $630,000. This represents the portion of the tractor's cost that can be depreciated over its useful life.
b. The depreciation rate is determined by dividing the depreciable cost by the estimated useful life of the tractor. In this scenario, the depreciation rate would be $630,000 / 45,000 hours = $14 per hour. This means that for every hour of operation, $14 of depreciation expense is incurred.
c. The units-of-activity depreciation for the year is calculated by multiplying the depreciation rate by the actual hours of operation during the year. In this case, the units-of-activity depreciation would be $14/hour * 3,330 hours = $46,620. This amount represents the depreciation expense incurred based on the actual usage of the tractor during the year.
By calculating these values, the company can accurately determine the depreciable cost, depreciation rate, and units-of-activity depreciation, which are crucial for financial reporting and assessing the asset's value over time.
Complete question:
A tractor acquired at a cost of $678.000 has an estimated residual value of $48,000, has an estimated useful life of 45,000 hours, and was operated for 3,330 hours during the year. Determine the following
a.The depreciable cost
b. the depreciation rate
c. the units-of-activity depreciation for the year
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Dental Diversity provides three basic service appointments; Cleaning, Check-up, and Full service. Total annual costs average $7,200,000. An RVU analysis indicates the following: Annual Average Appointments RVUs/appointment Cleaning 14,000 4 Check-ups 14,000 6 Full Service 4,000 10 A. Using RVU methodology, what is the cost for each type of appointment? Cleaning Check-ups Full Service B. If the goal is a 33.33% profit margin, what should be the price for each type of appointment? Cleaning Check-ups Full Service
A. Cost for each type of appointment using RVU methodology are as follows: Cleaning: 56,000, Check-ups: 84,000, Full Service: 40,000 , Price for each type of appointment with a 33.33% profit margin are as follows: Cleaning: $74.67, Check-ups: $112, Full Service: $240
a. RVU (Relative Value Unit) methodology is used to determine the cost of medical procedures and medical appointment. In the given problem, an RVU analysis indicates the following annual average appointments, RVUs/appointment for three basic service appointments.
Therefore, the total RVUs for each type of appointment can be calculated by multiplying the annual average appointments by RVUs/appointment, which are as follows:
Cleaning: 14,000 × 4 = 56,000
Check-ups: 14,000 × 6 = 84,000
Full Service: 4,000 × 10 = 40,000
Hence, the cost for each type of appointment using RVU methodology are as follows:
Cleaning: 56,000 ,Check-ups: 84,000Full Service: 40,000
B. Price for each type of appointment with a 33.33% profit margin are as follows:
Cleaning: $74.67, Check-ups: $112, Full Service: $240
Profit Margin is the amount by which revenue from sales exceeds costs, which is expressed as a percentage of sales. In the given problem, the goal is to earn a profit margin of 33.33%.
Therefore, to calculate the price of each type of appointment with 33.33% profit margin, we have to add the profit margin to the cost of each type of appointment.
Let's first calculate the cost of each type of appointment:
Cleaning: $7,200,000 ÷ 14,000 = $514.29
Check-ups: $7,200,000 ÷ 14,000 = $514.29
Full Service: $7,200,000 ÷ 4,000 = $1,800
Now, we can add the profit margin of 33.33% to the cost of each type of appointment to get the price:
Cleaning: $514.29 + (33.33% × $514.29) = $514.29 + $171.43 = $685.72
Check-ups: $514.29 + (33.33% × $514.29) = $514.29 + $171.43 = $685.72
Full Service: $1,800 + (33.33% × $1,800) = $1,800 + $599.99 = $2,400
Therefore, the price for each type of appointment with a 33.33% profit margin are as follows:
Cleaning: $74.67Check-ups: $112Full Service: $240
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TIM HORTONS FRANCHISEES VS. THE FRANCHISOR In 2010, a group of Tim Hortons franchisees failed in their attempt to sue the franchisor for $2 billion in a class action lawsuit. The franchisees were upset that Tim Hortons had forced them to stop baking fresh doughnuts in their stores and instead required them to use shipped frozen products, which they warmed-up or finished baking. Tim Hortons' late co-founder Ron Joyce said he did not like the taste of the new doughnuts and it flew in the face of the company's motto, "Always Fresh." What likely upset the franchisees even more than deviating from the "Always Fresh" model is the cost of the frozen doughnuts is more than double the cost of baking doughnuts in stores-something that was at the heart of the lawsuit. The franchisees claimed that forcing them to sell frozen doughnuts was eating into their profits. Franchisees further claimed that Tim Hortons was setting the price of some lunch items, such as soups and some sandwiches, so lowsometimes below cost-that they were losing money on the sale of goods. The low prices were seen as particularly problematic because franchisees still had to pay Tim Hortons a royalty on sales, creating a larger loss. In responding to the lawsuit, Tim Hortons stated that its franchise agreement allowed it to stipulate the costs of supplies and determine the selling price of its products. The Ontario court found in favour of Tim Hortons, the franchisor, stating franchisees have a right to earn a reasonable return, and their coffee sales, which have significant markup, allow them to do so. The court further noted franchisees do not get to make money on all items they sell and they should be willing to sell some items below cost in return for the right to sell Tim Hortons branded coffee. Franchise-owners, undaunted by the failure, brought two new lawsuits forward against the company in 2017. This lawsuit was spearheaded by the Great White North Franchise Association, an alliance of Tim Hortons franchisees from across Canada. The Association alleged that Tim Hortons had improperly used its national advertising money and was seeking $500 million in damages. The second lawsuit, which was seeking $1.5 billion in damages claimed Tim Hortons was not allowing franchisees who joined the Association opportunities to purchase future stores and was planning on buying their franchises back from the store owners. As of 2019, it appears that Tim Hortons is close to settling this suit. Discussion Questions 1. Were you surprised that the judge agreed with the franchisor in the first case? 2. Do you think it's fair that Tim Hortons, the franchisor, is setting the price of menu items below cost and then taking a royalty on the sale of these items, furthering the franchisees' loss? 3. While many Tim Hortons franchisees are no doubt quite successful, the ones that are struggling would have been negatively affected by the change in doughnut prices. What, if anything, could Tim Hortons do to help these franchisees? 4. Based on what you have read in this case, would the information deter you from buying a Tim Hortons franchise? Why or why not?
No, I'm not surprised that the judge agreed with the franchisor in the first case.
Franchise agreements typically give the franchisor significant control over the business operations and pricing decisions, as long as they don't unreasonably harm the franchisees' ability to make a reasonable profit.
2. The fairness of Tim Hortons setting prices below cost and taking a royalty on those items is subjective. From a business perspective, franchisors often use lower-priced items as loss leaders to attract customers and drive sales of more profitable products. However, franchisees may feel that this practice unfairly burdens them, especially if they are already struggling financially.
3. To help struggling franchisees, Tim Hortons could consider implementing support programs such as targeted marketing efforts, operational training, or financial assistance. They could also explore alternative pricing strategies that provide franchisees with a better opportunity to earn profits on a wider range of products.
4. The information presented in this case might deter potential franchisees from buying a Tim Hortons franchise. The disputes and legal actions suggest potential challenges in terms of profitability and control over business decisions. Prospective franchisees would need to carefully evaluate the franchisor's policies, support, and their own ability to adapt to changes in the business model before making a decision.
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The extent of product customization varies according to all the following factors EXCEPT
Generic brands
Legal Forces
Economic factors
Target customers
while generic brands do not typically focus on product customization, legal forces, economic factors, and target customers all play crucial roles in determining the extent of customization offered by companies.
The factors that influence the extent of product customization include generic brands, legal forces, economic factors, and target customers. However, one of these factors does not affect the extent of product customization.
Among the given factors, the one that does not affect the extent of product customization is generic brands. Generic brands typically offer standardized products with limited or no customization options.
They are known for providing cost-effective alternatives to branded products, but they do not emphasize customization as a key feature. On the other hand, legal forces, economic factors, and target customers all play significant roles in determining the level of product customization.
Legal forces can influence product customization through regulations and intellectual property laws. Certain industries may have strict regulations that limit the degree of customization or require specific standards to be met.
Economic factors, such as market demand and competition, also impact the extent of product customization. If there is high customer demand for personalized products and a competitive market environment, companies may invest more in customization capabilities.
Target customers are another important factor in determining the extent of product customization. Customer preferences, needs, and purchasing behavior influence the level of customization offered.
Companies often conduct market research and analyze customer data to understand their preferences and tailor their products accordingly. By aligning product features and options with customer expectations, companies can effectively meet their customization needs.
while generic brands do not typically focus on product customization, legal forces, economic factors, and target customers all play crucial roles in determining the extent of customization offered by companies.
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The required rate of return from the share of a company is 12%. If the expected next dividend to be paid is $4.52 per share and the constant growth rate in dividend is 5.76% that will continue forever, what would be the value of the share today?
(Do NOT use negative sign to the answer, which should be rounded to 2-decimal places)
The value of the share today would be approximately $72.44. To calculate the value of the share today, we can use the Gordon Growth Model, also known as the Dividend Discount Model (DDM).
The formula for the DDM is:
Value of Share = Dividend / (Required Rate of Return - Dividend Growth Rate)
Expected next dividend (D1) = $4.52
Constant growth rate (g) = 5.76%
Required rate of return (r) = 12%
Plugging these values into the formula, we get:
Value of Share = $4.52 / (0.12 - 0.0576)
Value of Share = $4.52 / 0.0624
Value of Share ≈ $72.44
Therefore, the value of the share today would be approximately $72.44.
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1. As audit evidence, physical examination and confirmation, may only be obtained using which of the following types of tests? - test of details of balances 2. A procedure designed to test for monetary statements directly affecting the correctness of financial statement balances is a: - Substantive test 3. Which of the following audit tests is usually the most expensive to perform? - Tests of details of balances 4. The purpose of tests of controls is to provide reasonable assurance that the: - Accounting control procedures are functioning intended 5. Which of the following types of evidence is not available when using substantive tests of transaction? - Conformation 6. - The Objective of this phase is to obtain sufficient additional evidence to determine whether the ending balance and footnotes in financial statements are fairly stated. Phase III - The combination of the types of tests to obtain sufficient appropriate evidence for a cycle Evidence mix - Audit procedures designed to test for dollar (monetary) misstatements of financial statements balances. substantive test - A listing of all the things which the auditor will do to gather sufficient, competent, evidence. Audit program 7. Shown below (1 through 5) are the five types of tests which auditors use to determine whether financial statements are fairly stated. Which numbers of the three are substantive tests? 1. Procedures to obtain an understanding of internal control 2. Tests of controls 3. Test of transactions 4. Analytical procedures 5. Tests of balances - 3,4 and 5
Substantive tests are numbers 3, 4, and 5 (Test of transactions, Analytical procedures, and Tests of balances).
Substantive tests are designed to obtain direct evidence about the completeness, accuracy, and validity of the financial statement balances. These tests are performed to detect material misstatements and assess the overall fairness of the financial statements.
Test of transactions involves examining individual transactions to ensure they are properly recorded, classified, and summarized in the financial statements. Analytical procedures involve analyzing relationships and trends in financial data to identify any unusual or unexpected fluctuations or relationships that may indicate errors or potential misstatements.
Tests of balances involve verifying the ending balances of accounts by examining supporting documentation and performing reconciliations.
On the other hand, procedures to obtain an understanding of internal control (number 1) are used to evaluate the design and implementation of internal controls in order to assess the risk of material misstatement. Tests of controls (number 2) are performed to assess the operating effectiveness of internal controls.
It is important for auditors to use a combination of these different types of tests to gather sufficient and appropriate evidence to support their audit opinion. By performing substantive tests, auditors can obtain reasonable assurance that the financial statements are free from material misstatements.
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Organisations will benefit most from the application of IT when:
Select one:
they use the most advanced and latest IT.
all business processes are computerised.
IT costs are brought to the minimum
the use of IT is driven by business needs and opportunities.
Organizations will benefit most from the application of IT when the use of IT is driven by business needs and opportunities, indicating option (d) as the correct answer.
The effective application of IT in organizations is not solely determined by the adoption of advanced technology or the computerization of all business processes. Instead, the true benefit of IT comes from aligning its use with the specific needs and opportunities of the business.
Option (a) suggests that organizations benefit most when they use the most advanced and latest IT. While staying up to date with technology can be important, simply adopting the latest IT without considering its relevance to business needs may not result in optimal benefits.
Option (b) proposes that organizations benefit most when all business processes are computerized. While computerization can improve efficiency, it does not guarantee that the use of IT is aligned with business needs and opportunities.
Option (c) implies that organizations benefit most when IT costs are minimized. While cost efficiency is important, it is not the sole determinant of the benefits derived from IT.
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How hands-on method can be used to train senior sales
executive?
WRITE AN ESSAY WITH DETAILED IDEAS AND INFORMATION
The hands-on method can be effectively utilized to train senior sales executive by providing practical, experiential learning opportunities that directly engage them in real-life sales scenarios. This approach involves a combination of interactive training sessions, role-plays, on-the-job coaching, and immersive sales simulations to enhance their skills, knowledge, and confidence in executing sales strategies and achieving targets.
The hands-on method is a highly valuable approach when training senior sales executives as it allows them to actively participate in the learning process and apply new concepts and techniques directly in their sales activities. Here are some key ideas and information on how the hands-on method can be utilized in training senior sales executives:
1. Interactive Training Sessions: Conducting interactive training sessions enables senior sales executives to engage in discussions, share experiences, and learn from their peers. These sessions can include presentations, case studies, group exercises, and open forums for brainstorming ideas and problem-solving. Interactive sessions foster a collaborative learning environment and encourage active participation and knowledge exchange among senior sales executives.
2. Role-plays and Simulations: Role-plays are an effective way to simulate real-life sales scenarios and allow senior sales executives to practice their sales techniques and strategies. By assuming different roles, such as the salesperson and the customer, senior sales executives can improve their communication, negotiation, and objection-handling skills. Additionally, sales simulations provide a safe environment to test and refine their selling approaches, allowing them to receive feedback and guidance from trainers or mentors.
3. On-the-Job Coaching: Hands-on training should include on-the-job coaching, where senior sales executives work closely with experienced coaches or mentors. These coaches provide guidance, observe sales interactions, and provide timely feedback to help senior sales executives refine their selling techniques and overcome challenges. On-the-job coaching ensures that the training is directly applicable to the senior sales executives' specific roles and helps them bridge the gap between theory and practice.
4. Field Sales Assignments: Assigning field sales assignments to senior sales executives allows them to directly apply their newly acquired skills and knowledge in real customer interactions. This approach provides an opportunity for hands-on learning and immediate feedback. By engaging in field sales assignments, senior sales executives can refine their selling strategies, develop relationships with customers, and gain practical insights into their market dynamics.
5. Continuous Learning and Improvement: The hands-on method should be supplemented with continuous learning opportunities. This can include regular sales meetings, workshops, and webinars to discuss sales best practices, industry trends, and product updates. Encouraging senior sales executives to engage in self-directed learning, such as reading sales literature, attending conferences, or participating in online training courses, helps them stay updated with the latest sales techniques and industry developments.
6. Performance Measurement and Feedback: To ensure the effectiveness of the hands-on training approach, it is crucial to establish clear performance metrics and regularly assess the senior sales executives' progress. Providing constructive feedback based on observed sales performance helps identify areas for improvement and facilitates targeted training interventions. Additionally, recognition and rewards for achieving sales targets and demonstrating desired behaviors can further motivate senior sales executives to apply their learning effectively.
In conclusion, the hands-on method is a powerful approach to train senior sales executives, as it actively involves them in practical learning experiences. By incorporating interactive sessions, role-plays, simulations, on-the-job coaching, field assignments, continuous learning, performance measurement, and feedback, organizations can equip senior sales executives with the necessary skills, knowledge, and confidence to excel in their roles and drive sales success.
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