...Management Sheffield Hallam University, Howard Street, Sheffield, S1 1WB Contents WHAT’S THIS MODULE ABOUT? 1 MODULE TEAM CONTACT DETAILS 1 MODULE OVERVIEW 2 SCHEDULE OF STUDY 3 READING LIST 6 TASK BRIEF 1 - COURSEWORK 8 TASK BRIEF 2 - COURSEWORK 9 Presentation Assessment Criteria Task 1 11 Assessment Decision - Task 1 -Presentation 15 Assessment Decision - Task 2 - Company Report 16 TASK BRIEF 3 - EXAMINATION 17 What’s This Module About? This module is here to help you better understand how business organisations work. It will help you to consider why certain companies or organizations in your chosen sector are successful and some are not. Whilst it will not give you a crystal ball it will hopefully give you a forward looking perspective on your chosen industry and many of its major companies This module will also allow you to integrate the wealth of knowledge you have gained throughout your course. Strategy is manifest in all the functional activities of the company i.e. marketing, operations, human resource management and finance and at many different levels of the company from the Board of Directors down to Heads of Department. Strategic decision making occurs in all types and sizes of organisation from large multi national to small businesses, so whichever your choice of career after University this module will help understand an organisation’s strategy in terms of its content, context and process. Therefore in your future managerial career you...
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...June 28, 2014 Zenos Gavales A financial statement analysis is the process of review financial statements that can include balance sheets and profit or loss statements. The three tools of financial statement analysis are ratio analysis, horizontal analysis and vertical analysis. With ratio analysis we can analyze data and determine the overall financial strength of a company. Horizontal analysis is a procedure in which an analyst compares ratios or line items in business financial statements over a period of time. Vertical analysis most common use is with financial statements for a single time period. Vertical analysis compares between two or more companies in the same industry. PepsiCo, Inc. The current ratio for any company is calculated with the use of the following mathematical equation. Current Ratio = Current Assets Current Liabilities 2005 2004 $10454 =1.11:1 $8639 =1.28:1 $ 9406 $6752 Vertical Analysis = Item on BIS = Percentage Total Assets Or Item on BIS Total Liabilities w/shareholders equity =Percentage Two measures of vertical analysis: Current Assets = 10454 = 33% Total Assets 31727 Short – term Obligations = 2889 = 9% Total Liabilities w/shareholders equity 31727 Horizontal Analysis Current year amount = Current results in relation...
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...COMILLA UNIVERSITY DEPARTMENT OF MARKETING Prepared By: Easir al Newaz (Arif) Phone: 01717520085(zero one seven one seven five two zero zero eight five ) Term paper Subject: SWOT Analysis Supervised By: Md Abdullah Assistant Professor & Chairman Department of Marketing Comilla University Prepared By: Easir Al Newaz ID No: 12020718 EMBA- 2nd Batch (summer) 2012 Department of Marketing Comilla University Date of Submission: 04.08.2012 SWOT Analysis A scan of the internal and external environment is an important part of the strategic planning process. Environmental factors internal to the firm usually can be classified as strengths (S) or weaknesses (W), and those external to the firm can be classified as opportunities (O) or threats (T). Such an analysis of the strategic environment is referred to as a SWOT analysis. The SWOT analysis provides information that is helpful in matching the firm's resources and capabilities to the competitive environment in which it operates. As such, it is instrumental in strategy formulation and selection. The following diagram shows how a SWOT analysis fits into an environmental scan: SWOT Analysis Framework Environmental Scan /\ Internal Analysis External Analysis / \ / \ Strengths Weaknesses Opportunities Threats | SWOT Matrix S= Strengths A firm's strengths are its resources and capabilities that can be used as a basis for developing a Competitive advantage. Examples of...
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...PD F -X C h a n ge PD F -X C h a n ge ! W N O y bu to k C lic m C lic k to bu y N O .c W w ! .d o w o .d o c u -tr a c k c u -tr a c k .c To: Mr. Mclvor, From: Echo - im89011 Subject: B.C. PACKERS CASE MEMO Date: May 5, 2011 Case Background Canadian cat food market showed arising opportunity in 1987. B.C. Packer, the famous market leader in both canned salmon and tuna provider was considering the possibility of entering the Canadian cat food market, in order to get more profit from its by-product instead of just cover its cost by selling commodity bulk of fish meal. Therefore, a study with detail analysis based on all the information collected, is necessary for indicating a direction for the management of the company. Market Overview Cat population in Canada in creased 4.6% during the period of 1983 to 1987. More and more people would like to feed a cat rather than a dog since cats require less space and care than most dogs. 1 o m w w w w PD F -X C h a n ge PD F -X C h a n ge ! W N O y bu to k C lic m C lic k to bu y N O .c W w ! .d o w o .d o c u -tr a c k c u -tr a c k .c The changing consuming behavior of the cats owners lead Canadian cat food market to more clearly segmentation by classifying different brands in the past 2 years. See EXHIBIT 1 for the market allocation...
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...204 (880-2383); bradley.mayer@lamar.edu Office Hrs: MWF 9:20-10:20 AM (and by appointment) The mission of the College of Business at Lamar University is to provide a quality education to a diverse student population from Southeast Texas and beyond, resulting in well-rounded business professionals who are prepared to meet the challenges of a dynamic global environment while upholding ethical values and encouraging civic and social responsibility. The faculty promotes an environment supportive of applications-oriented learning by engaging in a balance of discipline-based, business pedagogy, and practice-based intellectual contributions. I. Catalog Description: The capstone course for the MBA. The course assumes that the company success depends upon formulation of an astute “game” plan and the ability to implement and execute that game plan proficiently. The purpose of the class is to enable students to “think strategically,” consider the total enterprise, and to make long-term decisions in a global market environment. A prerequisite for the Integrative Case Study. II. Prerequisites: - Student must be in last semester of course work and have approval of advisor. - Justification: This is a capstone course that draws upon all of the MBA core courses and stresses complex and interdisciplinary applications of the combined theories and experiences of these core courses. III. Course Learning Outcomes: This course has been developed to help you adapt to...
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...SYLLABUS STR/581 SYLLABUS SCHOOL OF BUSINESS STR/581 STRATEGIC PLANNING & IMPLEMENTATION MAIN CHARLOTTE CAMPUS 04/01/2013 TO 05/06/2013 Copyright © 2011, 2010, 2009, 2008 by University of Phoenix. All rights reserved. COURSE DESCRIPTION THIS CAPSTONE COURSE INTEGRATES CONCEPTS FROM ALL PRIOR COURSES IN THE PROGRAM. STUDENTS APPLY THE CONCEPTS OF STRATEGIC PLANNING AND IMPLEMENTATION TO CREATE SUSTAINABLE, COMPETITIVE ADVANTAGE FOR AN ORGANIZATION. OTHER TOPICS INCLUDE ENVIRONMENTAL SCANNING, STRATEGIC ANALYSIS, CORPORATE SOCIAL RESPONSIBILITY, IMPLEMENTATION AND EVALUATION, AND RISK MANAGEMENT. POLICIES FACULTY AND STUDENTS/LEARNERS WILL BE HELD RESPONSIBLE FOR UNDERSTANDING AND ADHERING TO ALL POLICIES CONTAINED WITHIN THE FOLLOWING TWO DOCUMENTS: UNIVERSITY POLICIES: YOU MUST BE LOGGED INTO THE STUDENT WEBSITE TO VIEW THIS DOCUMENT. INSTRUCTOR POLICIES: THIS DOCUMENT IS POSTED IN THE COURSE MATERIALS FORUM. UNIVERSITY POLICIES ARE SUBJECT TO CHANGE. BE SURE TO READ THE POLICIES AT THE BEGINNING OF EACH CLASS. POLICIES MAY BE SLIGHTLY DIFFERENT DEPENDING ON THE MODALITY IN WHICH YOU ATTEND CLASS. IF YOU HAVE RECENTLY CHANGED MODALITIES, READ THE POLICIES GOVERNING YOUR CURRENT CLASS MODALITY. COURSE MATERIALS BARNEY, J. B. (2007). GAINING AND SUSTAINING COMPETITIVE ADVANTAGE (3RD ED.). UPPER SADDLE RIVER, NJ: PEARSON PRENTICE HALL. MINTZBERG, H., GHOSHAL, S., LAMPEL, J., & QUINN, J. B. (2003). THE STRATEGY PROCESS: CONCEPTS, CONTEXTS, CASES (4TH ED.). UPPER SADDLE...
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...Martial Arts Business Plan * Executive Summary * Company and Finance summary * Services Overview * Strategic Analysis * Marketing Executive Summary The purpose of this business plan is to raise $50,000 for our MWMA Martial Arts studio while satisfying expected finances and operations over the next three years. MWMA Martial Arts is an Orem based LLC that will provide many levels of martial arts training specifically focused on Tae Kwon Do and Hapkido as well as the sale of martial arts supplies to customers in the surrounding area. The Company was founded by Jim W. is 1990. 1.1 Services The MWMA Martial Arts school will provide its student instruction from white belt through black belt instruction in Tae Kwon Do and / or Hapkido. The studio anticipates having 200 or more students enrolled by the end of the second year. The studio will provide instruction for individuals three years and older. Classes will be held Monday – Friday, the schedule is subject to change as the studio grows in size. The MWMA Martial Arts studio will offer an after school program focusing on charter schools. Some additional income will be generated by the martial arts studio merchandise and apparel. 1.2 Financing Mr. W is NOT seeking any financing other than his personal input of cash to run this studio. 1.3 Mission Statement The MWMA Martial Arts studio’s mission is to become recognized as a traditional school and the best instruction...
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...and Economics Objective To develop an understanding of applied corporate finance including financial analysis and forecasting, financing sales growth, short-term versus long-term financing, capital structure policy, capital investment analysis, cost of capital, and company valuation. The course will be experiential and focus upon selected Harvard Business School cases describing actual business situations faced by financial managers, requiring analysis, and decision-making. Professor Professor George W. Kester Texts Robert C. Higgins, Analysis for Financial Management (10th Editon), McGraw-Hill Irwin, 2012. Cases You should read and analyze each assigned case. The cases are available on the LMS page for FNCE90013. Readings Selected readings will be distributed during the course. Group Study It is recommended that you form yourselves into small study groups for the purpose of routinely reviewing and discussing assigned before each class. Your learning experience will be enhanced by such interaction and you will be better prepared for class. Presentations Copies of the PowerPoint slides of the presentations are available on the LMS page for FNCE90013. It is recommended that you print them out prior to each class. Attendance The class attendance will be taken. Participation The responsibility for analysis, diagnosis, and exploration of alternatives, as well as ultimate decisions and plans for action, rests largely...
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...MW SCHEDULE M Jan 10 Overview of course, course mechanics, name cards, information sheets, group formation, writing standards, e-mails, find instructor web site, etc. Readings: A Guide to Case Analysis, link on webpage, especially know your ratios. I won’t ask you the formulas; I’ll ask you what they mean or tell a manager.. Ch 1 What is Strategic and Why is It Important Ch 2 The Managerial Process of Crafting and Executing Strategy W Jan 12 Business Policy Preliminary Predictor Quiz Overview of Strategic Planning Group formation, Company officer photographs Hand out Morton Case M Jan 17 Martin Luther King Jr. Holiday – no class W Jan 19 Company officer photographs LEGOMAN Each group will send me an e-mail message addressing the following: What did you learn in the Legoman exercise about strategy and good management? What did you learn about each of your team members? How could you better manage in future exercises and assignments? M Jan 24 Mystic Monk Coffee 1. Has Father Daniel Mary established a future direction for the Carmelite Monks of Wyoming? What is his vision for the monastery? What is his vision for Mystic Monk Coffee? What is the mission of the Carmelite Monks of Wyoming? 2. Does it appear that Father Daniel Mary has set definite objectives and performance targets for achieving his vision? 3. What is Father Prior’s strategy for achieving his vision...
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...CEO of company making bad decisions External control view – focus is on external factors that may +vely or –vely affect a firm’s resources * Ex: IMAX did well as action movies came out, or companies -vely affected by recessions * Neither is completely right; leaders can make a diff, but must be aware of opportunities/threats in the external environment and understand their firm’s resources/capabilities What is Strategic Management? * Can’t just make many minor changes to be successful → must be proactive, anticipate change, make significant changes if necessary * Challenge to mgrs: decide on strategies that will persist over time, execute in turbulent times Defining Strategic Management * Sgmt → the analyses, decisions, actions an org undertakes to create + sustain competitive adv. * Competitive advantage → what makes the org’s offerings superior to competitors * Superiority is in the eyes of customers; could come from quality, uniqueness, price, etc * Main elements (1) there are 3 ongoing processes: analysis, decisions, actions * Analysis of strategic goals (vision, mission, objectives) and env * Decisions of where to compete and how * Actions involve allocating resources and executing strategy (2) sgmt studies the reasons for some firm outperforming others * What kind comp adv, how to make it unique/uncopyable * Can’t just achieve sustainable comp adv through operational effectiveness – all companies do this ...
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...COMPANY PROFILE Woolworths Limited REFERENCE CODE: 2FF5536D-6BA6-4CE5-81DF-4EABB0A5A391 PUBLICATION DATE: 8 Jul 2014 www.marketline.com COPYRIGHT MARKETLINE. THIS CONTENT IS A LICENSED PRODUCT AND IS NOT TO BE PHOTOCOPIED OR DISTRIBUTED. Woolworths Limited TABLE OF CONTENTS TABLE OF CONTENTS Company Overview..............................................................................................3 Key Facts...............................................................................................................3 SWOT Analysis.....................................................................................................4 Woolworths Limited © MarketLine Page 2 Woolworths Limited Company Overview COMPANY OVERVIEW Woolworths Limited (Woolworths or 'the company') owns and operates retail stores that sell food, liquor, fuel, general merchandise and home improvement products in Australia and New Zealand. It is headquartered in Bella Vista, Australia, and employs more than 197,000 people. The company recorded revenues (excluding financial income) of A$58,921.7 million (approximately $60,506.7 million) during financial year ended June 2013 (FY2013), an increase of 6.9% over FY2012. The operating profit of the company was A$3,594.6 million (approximately $3,691.3 million) during FY2013, an increase of 7.4% over FY2012. The net profit was A$2,259.4 million (approximately $2,320.2 million) in FY2013, an increase of 24.4% over FY2012. KEY FACTS ...
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...|Name of the Book |Comments |Availability | | | | |Analytical Chemistry | | |Bassett, J, et al.: | |ICET, PU. | | |Vogel’s Textbook of Quantitative Inorganic Analysis including| |545 | | |Elementary Instrumental Analysis, 4th ed., Longman Group | |VOG-4 | | |Ltd., 1978. | | | | |Mann, F. G. and Saunders, B. C.: | |ICET, PU. | | |Practical Organic Chemistry, 4th ed., Longmans, Green and | |547 | | |Co., Ltd., 1960. | |MAN-4 | | | |Biochemical Engineering ...
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... 27 W 29 F What is Marketing (Ch-1) Sept 1 M Situational Analysis (Ch-3) 3 W Company Analysis (Ch-2) 5 F Competitor Analysis (Ch-18) 8 M Bloomberg Workshops (The class will meet at the trading room in the Luter Hall) 10 W 12 F Consumer Behavior (Ch-5) 15 M 17 W Topic Presentation #1: Big Data & Analytics 19 F EXAM 1 22 M SWOT & Objective Setting 24 W Topic Presentation #2: Social Media Marketing 26 F Team Day (Finalizing new product ideas for the Marketing Plan) 29 M STP Strategy (Ch-7) Oct 1 W 3 F Topic Presentation #3: Mobile Marketing 6 M Marketing Plan Workshops (Group 1, 2) 8 W Marketing Plan Workshops (Group 3, 4) 10 F Marketing Plan Workshops (Group 5, 6) 13 M Fall Recess (No Class) 15 W Product Strategies (Ch-8 & 9) 17 F 20 M Pricing Strategies (Ch-10 & 11) 22 W 24 F Topic Presentation #4: 3D-Printing 27 M No Class 29 W EXAM 2 31 F Promotion Strategies (Ch-14, 15 & 16) Nov 3 M 5 W 7 F Topic Presentation #5: Google and Marketing Techniques 10 M Marketing Plan Workshops (Group 1, 2) 12 W Marketing Plan Workshops (Group 3, 4) 14 F Marketing Plan Workshops (Group 5, 6) 17 M Placement Strategies (Ch-12 & 13) 19 W Topic Presentation #6: Facial/Voice/Gesture Recognition & Marketing 21 F EXAM 3 24 M Business Communication & Presentation Skills 26 W Thanksgiving Recess (No Class) 28 F Dec 1 M MARKETING PLAN PRESENTATIONS 3 W 5...
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...Midland Energy Resources, Inc.: Cost of Capital Analysis TABLE OF CONTENTS I. EXECUTIVE SUMMARY ........................................................................................ 2 II. COMPONENT ESTIMATIONS ............................................................................... 2 1. Effective Tax Rate - t ............................................................................................. 2 2. Capital Structure – D/E ......................................................................................... 3 3. Cost of Debt - r" .................................................................................................... 3 Exploration & Production (E&P) ................................................................................ 3 Refining and Marketing (R&M).................................................................................. 4 Petrochemicals ......................................................................................................... 4 4. Cost of Equity -r# ................................................................................................... 4 1) r$ ........................................................................................................................ 4 2) βlevered ............................................................................................................. 4 Exploration & Production (E&P) .................................................................
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...standards in which he or she must follow in order to comply with Generally Accepted Accounting Standards (GAAS) and the Public Company Accounting Oversight Board (PCAOB). Many factors play a part in the audit process. Every company has their own specific way, but public companies have to follow generally accepted accounting principles (GAAP) as outlined in the Sarbanes-Oxley Act of 2002. Elements of the GAAS General Standards There are three “elements” associated in the standards of GAAS; these are general standards, standards of fieldwork, and standards of reporting (Boynton W. & Johnson R., 2006). General Standards require that every auditor must have a formal university education, practical training, and experience in auditing, and continuing education in the auditor’s professional career (Boynton W. & Johnson R., 2006). Therefore, training and ability are very important. An auditor must also be able to think objectively. An auditor cannot have any encouragement from outside sources in decision-making. The last general standard is that the auditor must be proficient and avoid any careless mistakes while contributing to the audit in review (Boynton W. & Johnson R., 2006). Standards of Fieldwork The second element is standards of fieldwork. The standards of fieldwork are the conduct of the auditor while at the entity’s place of business (Boynton W. & Johnson R., 2006). Organization is a very important task while out in the field during an audit. The auditor will have tactics...
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