...Campaign Plan The Chevrolet Corvette. Back in the 1950’s, the United States was in their own economic boom. The war was over, and the soldiers were home, and the times were roped with well to do GI’s with saved money, and the need to spend. Due to this new influx of fresh consumers, companies and businesses needed to keep up with demand; therefore, hiring skyrocketed. However, it was not just the jobs and spending that were rocking, but what products were being purchased. The economy was no longer looking for necessities to live on, but products to serve an entirely new thought: enjoyment. With this new rise in personal use for enjoyment, automotive companies seized the opportunities and began building vehicles that were strong, fast, and beautifully. Chevrolet, Ford, and Dodge were vying for the number one muscle car. Out of this battle eventually came the Charger, Challenger, Mustang, and Camaro (just to name a few). However, even these vehicles could not compete with the Chevrolet Corvette. The Vette came out in 1953, the first of its kind. This car had it all: power, beauty, speed, and the price tag. The first 300 were actually hand-made, and made a splash to the American public and their new found wealth (Vettemasters.com, 2014). Along with the car, came one of the most illustrious advertising campaigns ever utilizing paper ads, radio, and even commercials. The ladder companies took years to come out with a comparable, but even those never made it to the stage...
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...The 2008 Chevrolet Corvette Z06 is a very fast vehicle. The 2008 Dodge Viper SRT10 is faster. If the vehicles were only based on speed then the results would be clear. To determine a better overall vehicle, the Z06 and SRT10 are tested to achieve a winner in all categories a vehicle has to offer. The Z06 and SRT10 were evaluated by their vehicle makeup, powertrain, and chassis. A vehicle’s makeup consists of its price, weight, and interior volume. The Z06’s base price is $70,000 and was priced at $77,230 at the time of testing. The Z06 weighed 3198lbs, with an 18 gallon fuel tank, 52 cubic feet of space in the front and 22 cubic feet of space in the trunk. The SRT10’s base price is $86,845 and was priced at $91,145 at the time of testing. The SRT10 weighed 3455lbs, with a 16 gallon fuel tank, 48 cubic feet of space in the front and 15 cubic feet of space in the trunk. The difference between the two vehicles is the Z06 cost $16,845 less at base price and $13,915 less fully loaded. The Z06 featured a bigger fuel tank by two gallons, and four more cubic feet of space in the front and seven more cubic feet of space in the trunk. A vehicle’s powertrain consists of its engine, acceleration, top speed, sound level, and fuel consumption. The Z06 puts out 505 horsepower and 470lb/ft of torque. This averages 6.3lb per horsepower. The Z06 travels 0-60 mph in 3.7 seconds, 0-100 mph in 7.7 seconds, 0-150 mph in 17.5 seconds, a ¼ mile in 11.7 seconds at 125 mph, and a top...
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... getting myself a brand-new sports car. Both the GM Corvette and the Dodge Viper are both absolutely awesome options for such a decision. Even with both being so great it still took me doing a lot of research of both my personal situations and the different options that each vehicle offers to allow me to narrow it down to one. They both offer such a precision vehicle that it literally took going into much greater detail with the vehicles just to make the final decision. With all that being said I will further this story by elaborating why the GM Corvette is an all-around better buy for one in a similar condition as myself. The biggest thing I took into consideration was the overall performance of the vehicles, especially since we are talking sports cars. The Dodge Viper comes with and engine that uses ten cylinders which equals massive performance but it is also a whole lot more maintenance and up keep. The GM Corvette only offers 8 cylinders in which is obviously two less but, even with only eight cylinders it still offers massive amounts of horse power. Obviously the added two cylinders of the Dodge Viper will offer more performance but with more performance also comes a lot more money spent. The added price variation just for a little bit more power is not enough to make it a smarter and better overall decision to purchase the eight cylinders of the GM Corvette. With power you also must take into consideration...
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...The Ride of a Lifetime Strap on your seat belt and hold on tight. The release of the 2012 Nissan GT-R in December 2011 has people just aching to get into the driver seat. However it is Chevrolet with their ZR1 Corvette who says they will have the last laugh. The new GT-R is said to be just as fast and twenty thousand dollars cheaper than the ZR1. Nissan hit the supercar scene in 2009 with a tremendous bang and didn’t stop there. They felt the need to bring back the king of cars after the production of the GT-R Skyline was terminated in 2000. The GT-R 34 was the king of cars in Japan and most of Europe. With its twin turbo charged inline six all-wheel-drive platform there were few cars that could even try and contend. We all love to drive our cars, whether it’s for back and forth trips to the super market or for those weekend getaways people love to drive. For those who live to drive or drive to live the 2012 GT-R is the car for you. With its sleek styling, 520 brake horse power, its all-wheel-drive platform, and the newly upgraded launch control it really doesn’t get any better than this. Some people may contend that the slightly more expensive ZR1 takes the cake with its 620 horse power and being able to achieve over 200 miles per hour. With its zero-to-60 time being 3.4 seconds, it falls just behind the GT-R by four tenths of a second. They are equally matched in the quarter mile. With all this said the GT-R is the true driver’s choice. It cost less...
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..._ PROFESSIONAL EXPERIENCE Regions Bank 2595 Frayser Blvd Memphis, Tn. 38127 April 2007- Present Certified Banker Duties: Direct sales contributor for our banking products and services. A support leader for the branch Sales, Service and Teller positions, ensuring branch service quality at all levels. Achieve individual sales goals, resolves customer and associate issues in Branch Manager's absence, monitors branch service quality levels, coach staff to achieve branch sales and service goals, assist in scheduling staff, making selection decisions and reviewing and counseling staff. Suntrust Bank / National Bank of Commerce 1895 Union Avenue Memphis, TN 38120 February 1998 – March 2007 Assistant Branch Manager Duties: Assist in operations of the branch and delegate branch responsibilities. Responsible for office operations, business development, coaching and development of staff and client relationship management. Responsible for client relations, resource allocation, and business development. Manage, coach, and direct the activities of 6 person staff. Work closely with management on ways to improve service, increase efficiency, and meet...
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...Lance Armstrong Confesses Lance Armstrong is an American road-racing cyclist; Lance has won the tour de France a record breaking 7 consecutive times. Armstrong met Kristin Richard in June 1997. They married in May 1 1998 and had three children, Luke David and twins Isabelle Rose and Grace Elisabeth. The couple later filed for divorce Born on September 18, 1971, in Plano, Texas, his mother, Linda, in the suburbs of Dallas, Texas, raised Lance Armstrong; Armstrong was athletic from an early age. He began running and swimming at 10 years old and took up competitive cycling and triathlons At 16, Armstrong began competing as a triathlete and was a national sprint-course triathlon champion in 1989 and 1990. In 1989 the U.S Olympic development champion road race, with the best time of any American since 1976. Soon, Armstrong chose to focus on cycling, his strongest event as well as his favourite. During his senior year in high school, the U.S Olympic development team invited him to train with them in Colorado Springs. He left high school temporarily to do so, but later took private classes and received his high school diploma in 1989. The following summer, he qualified for the 1990 junior world team and placed 11th in the world championship road race, with the best time of any American since 1976. That same beat, he became the U.S national amateur champion and beat out many professional cyclists to win two major races, the first union grand prix and he thrift drug classic...
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...2013 Chevy Camaro I. The Chevrolet has an abundant product family that is versatile across the entire automobile spectrum. Chevrolet offers any type of car that is on the consumer market, with the Camaro as their affordable sport car selling at a basic price of $23,000. The Camaro is an affordable and economical rear-wheel-drive performance sports car with a V-6 or V-8 engine. The Camaro is a two door coupe that seats four people comfortably with an estimated 30 miles per gallon. The Camaro can be classified as a red ocean as it competes directly with other retro-inspired muscle cars, including the Dodge Challenger and Ford Mustang. This car is geared for optimal customer user experience. The powerful engine and old American muscle car style gives the user a full exclusive sports car experience. For Chevrolet, safety is extremely important to their brand. The innovation of having high performance headlights with multiple air bags helped give the car the rating of a perfect NHTSA Crash Test Ratings of 5 stars. II. The Chevy Camaro is targeted and segmented to a specific market because there is a particular customer group who is interested in this product. For starters, Chevy cannot start marketing and targeting families with children because this car would be impractical for that situation. It would be just as impractical for Chevy to target businesses and market this car as a flexible all work condition vehicle. This car is clearly a sports car, and should be...
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...How good a car is based on your experience and opinion of it. Whether a car is brilliant or rubbish depends on your individual experience with it. It also depends on what you want in a car. A family saloon is brilliant if it is commodious and conducive, a sports car is exceptional if it is agile and spirited and a small hatchback is good if it is economical and adequate. What makes a car exceptional is your opinion about it and how well it performs it’s intended function. Which car is good for you? In order to find a car that best fits you, you need to research cars that seduces your specific interests. For example, what I want in a car is serenity, practicality, efficiency and ride quality. From my knowledge about cars, I would be fine in a 2016 Lexus IS200t or a BMW 320i M Sport. Both of these cars are tailored to my specific interest and ultimately, it all comes down to which one I like best. How do cars receive top speeds? A car’s top speed is dependant upon aerodynamics, power and air density. A Hennessey Venom can go to a dashing speed of 277 mph while a Vauxhall Astra 1.9 can go to a modest 130 mph. The Hennessey is much faster because it has less wind-resistance and much more horsepower than the Vauxhall. This is why if there was no air, all cars would have an unlimited top speed regardless of power and traction. Could cars be dethroned as a fundamental source of transportation? Most people living in metropolitan areas use cars to get where their destinations...
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...Dawn Marie ------------------------------------------------- dawn.m.santo@gmail.com CAREER OBJECTIVE Experienced Bookkeeper seeking a position as a Junior Accountant that requires strong financial and organizational skills to assist the accounting team and senior management in bank reconciliations, invoice processing, analyze invoices for major vendors, and handle employee expense reports and corporate credit cards. EDUCATION Bachelors of Applied Science in Business Management, May 2013 Concentration: Accounting Associates of Applied Science in Business Management, July 2011 Concentration: Accounting Diploma in Business Technology, June 1995 Mercer County Vocational-Technical School, Ewing, New Jersey GPA: 3.8 * Graduated with Honors, Eastern Division 1st Place Honors in Word Processing. * Worked in the summer of 1994 as an intern in the Vo-Tech office as an Administrative Assistant. SKILLS SUMMARY 1. Proficient in Microsoft Office Suite and NetSuite 2. Highly Efficient Processing of Invoices, Payments, Bank Reconciliation 3. Excellent Customer/Client/Co-Worker Relationships 4. Excellent Professional Verbal and Written Communication 5. Highly Efficient and Effective in Completing Tasks in a Fast-Paced Environment 6. Detail-Oriented and Highly Developed Organizational Skills 7. Excellent Analysis Skills in Vendor Invoicing and Employee Reports 8. Excellent Skill in Handling Daily Cash/Bank Reconciliations...
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...KODAK VS. FUJI: THE BATTLE FOR GLOBAL MARKET SHARE by Thomas C. Finnerty Thomas C. Finnerty is a doctoral candidate in the Doctoral of Professional Studies Program, Lubin School of Business, Pace University, New York. This case was written under the supervision of Warren J. Keegan, Professor of International Business and Marketing and Director of the Institute for Global Business Strategy, Lubin School of Business, Pace University, New York, as a basis for class discussion rather than to illustrate either effective or ineffective handling of a business situation. ©2000 Dr. Warren J. Keegan. *The following case solely represents the opinion of the author and does not express the opinions of the Eastman Kodak Company of Fuji Photo Film U.S.A., Inc. ACKNOWLEDGMENTS This case study reexamines the competitive relationship of the two giants of the photographic and imaging industry: Eastman Kodak Company and the Fuji Photo Film Co., Ltd. It uses the 1990 case study of Dr. H. Donald Hopkins of Temple University, “Kodak vs. Fuji: A Case of Japanese-American Strategic Intervention” as a reference point and attempts to update and clarify this relationship at the beginning of the 21st century. In the nine years since the Hopkins’ case study was published, Kodak has seen some troubled times, yet recently seems to have stabilized. Simultaneously, Fuji continues to slowly gain more of Kodak’s still-dominant market share. The evolution of the industry has been exciting and dynamic...
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...Some of the arguments and policy proposals made to try to avoid future crises are also covered. Eshan Karunatilleka ECONOMIC POLICY AND STATISTICS SECTION HOUSE OF COMMONS LIBRARY Recent Library Research Papers include: 98/119 98/120 99/1 Unemployment by Constituency - November 1998 Defence Statistics 1998 The Local Government Bill: Best Value and Council Tax Capping Bill No 5 of 1998-99 16.12.98 22.12.98 08.01.99 99/2 99/3 99/4 Unemployment by Constituency - December 1998 Tax Credits Bill Bill 9 of 1998-9 The Sexual Offences (Amendment) Bill: 'Age of consent' and abuse of a position of trust [Bill 10 of 1998-99] 13.01.99 18.01.99 21.01.99 99/5 99/6 99/7 The House of Lords Bill: 'Stage One' Issues Bill 34 of 1998-99 The House of Lords Bill: Options for 'Stage Two' Bill 34 of 1998-99 The House of Lords Bill: Lords reform and wider constitutional reform Bill 34 of 1998-99 28.01.99 28.01.99 28.01.99 99/8 99/9 99/10 99/11 99/12 Economic Indicators Local Government Finance Settlement: 1999/00: England Treatment of Acid Mine Drainage Employment Relations Bill 1998-99 Bill 36 Social Security Contributions (Transfer of Functions, Etc.) Bill [HL] Bill 38 of 1998-99 01.02.99 02.02.99 02.02.99 05.02.99 05.02.99 99/13 Iraq: "Desert Fox" and Policy Developments 10.02.99 Research Papers are available as PDF files: • to members of the general...
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...HP9000 servers would be able to cope with the volume of transactions, in 1994 R/3 could process only 10,000 customer orders per night, compared with 420,000 under FoxMeyer's original mainframe system (Jesitus 1997). Third, the execution of the project was an issue due to the shortage of skilled and knowledgeable personnel. FoxMeyer did not have the necessary skills in-house and was relying on Andersen Consulting to implement R/3 and integrate the ERP with an automated warehouse system from Pinnacle. Although at the height of the project there were over 50 consultants at FoxMeyer, many of them were inexperienced and turnover was high (Computergram International 1998). Finally, the environment quadrant of the risk framework includes issues over which project management has little or no control (Keil, Cule, Lyytinen and Schmidt 1998). Although FoxMeyer must have realized the...
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...The fiscal year-end for the Northwest Distribution Corporation is December 31. The company's 2013 financial statements were issued on March 15, 2014. The following events occurred between December 31, 2013, and March 15, 2014. Event 1: On January 22, 2014, the company negotiated a major merger with Blandon Industries. The merger will be completed by the middle of 2014. In my opinion this is an event that should be disclosed on the financials. This doesn’t seem to be just a possibility. It seems that all of the necessary work has been done, since it will be completed by the middle of 2014. If this event were just something that they were just thinking about, then it definitely would not need to be disclosed. Even though it does not state here, it could very well be a situation that would fall under a related-party transaction. Event 2: On February 3, 2012, Northwest negotiated a $10 million long-term note with the Credit Bank of Ohio. The amount of the note is material. This event should include in the Disclosure Notes because it is Long-term debt. $10 million long-term note is should be in the financial statement in 2013. P. 125 under Disclosure Notes. Event 3: On February 25, 2014, a flood destroyed one of the company's manufacturing plants causing $600,000 of uninsured damage. This event will be under subsequent event (a significant development that takes place after the company's fiscal year-end but before the financial statements are issued.) disclosure...
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...others follows too. That is what happened to Indonesia and other Asian countries like Philippine, Malaysia and Singapore. It started in Thailand when Thai government failed to defend the bath and end up raising huge debt. After that other Asian countries also started to face financial crisis due collapse of confidence in the ability to maintain their fixed exchange rates while continuing to allow the free movement of foreign finance capital at a time of increasing current account deficits. At first, Indonesia seems like not affected with what happened in Thailand but then, there are strong pressure on the Indonesian Rupiah and in August 1997, Indonesia Rupiah was set to float freely and it began depreciating significantly. At 1 January 1998, rupiah’s nominal value was only 30 percent of what it had been in June 1997 and it keeps getting worse day by day. Panic selling of rupiah for dollars by Indonesian companies with dollar-denominated debt showed that private foreign debt was far higher than previously thought. Even worse, the fact that Bank Indonesia was unaware of the extent of the debt showed its poor capacity to oversee and regulate Indonesia's financial markets. As Indonesia government unable to cope with the crisis, they decided to ask for financial help from International Monetary Fund (IMF) in October 1997. The first help from IMF were amounted total USD43 million to restore Indonesia market with some conditions which is included a number of conditions aimed at restructuring...
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...Case 1.11 WorldCom: The Definition of an Asset Line Cost Expenses WorldCom generally maintained its own lines for local service in heavily populated urban areas. However, it relied on non-WorldCom networks to complete most residential and commercial calls outside of these urban areas and paid the owners of the networks to use their services. For example, a call from a WorldCom customer in Boston to Rome might start on a local (Boston) phone company’s line, flow to WorldCom’s own network, and then get passed to an Italian phone company to be completed. In this example, WorldCom would have to pay both the local Boston phone company and the Italian provider for the use of their services.1 The costs associated with carry- ing a voice call or data transmission from its starting point to its ending point are called line cost expenses. Through the end of 2000, WorldCom incurred substantial line cost expenses when it made large capital investments to increase the size of its Internet back- bone and expand its local and data networks. To do so, it entered into long-term, fixed-rate leases for network capacity to take advantage of a perceived boom in the technology sector. However, customer traffic did not grow as rapidly as antic- ipated. In addition, the telecommunications market became extremely competi- tive, forcing WorldCom to reduce the fees it charged to customers. As a result, in late 2000 and early 2001, WorldCom’s ratio of line cost expense to revenue (line cost E/R ratio)...
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