...Abstract: I consider an upstream supplier that supplies an input to an independent downstream firm and in addition sells the final product to consumers. I find that the upstream supplier cannot implement the monopoly outcome without imposing maximum resale price maintenance (RPM). RPM increases social welfare if consumers’ valuation for the final product of the downstream firm is high, and decreases social welfare otherwise. When the downstream firm is privately informed about the demand it faces, entry into the downstream market serves as a countervailing incentive that allows the upstream supplier to reduce the information rents. Consequently, asymmetric information induces the upstream supplier to enter the downstream market even if entry is not profitable under full information. Keywords: dual distribution, two-part tariff, resale price maintenance, information rents, countervailing incentive JEL Classification Numbers: L41, L42, D82 * I thank Koresh Galil, Asaf Ravkai, Yossi Spiegel, Manuel Trajtenberg, Marisa Trajterman and seminar percipients at Tel Aviv University for helpful comments. * Tel Aviv University, Ramat Aviv, Tel Aviv, 69978, Israel. Email: . 2 1. Introduction Upstream suppliers often adopt a dual distribution system whereby they not only sell their products to retailers but also enter the downstream market and sell their products directly to final consumers. This situation is common in the U.S. automobile industry (Banks, 1993), franchising (Brickley...
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...Nedry, President, Hospitality Excellence, Inc. Aloha! Kia Ora! Hey y’all! Bienvenidos! Bienvenue! Saa wee da ka or Saa wee da krap! Welcome! What happens when these words of greeting from different cultures are uttered? What do we associate with those greetings and the people in those states or countries who say them? How do they impact us emotionally and do they change the way we perceive and receive our experience in that place? Cultures around the world have many insightful and practical traditions and styles that can benefit a service mindset and in turn enhance service delivery. Let’s take a look at certain cultural traits and their potential impact in today's hospitality world and guest experience management. Consider how hospitality and business leaders and their teams may adapt some of these cultural traits and examples to benefit their own teams in guest and customer interactions. Note how these examples may serve as inspiration and motivation for a stronger service culture and more engaging guest experiences. The Spirit of Aloha: The Hawaiian Style of Hospitality I had the opportunity to live in Hawaii as a young girl. While there, I studied and performed Hawaiian dancing which required me to be completely immersed in and part of the Hawaiian culture and in turn the Aloha spirit. My teacher showed me how to tell stories through my hands, my eyes and body language in each dance that she taught. I learned first hand how Aloha is a way of life, an attitude and an authentic...
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...* TABLE OF CONTENTS A. EXECUTIVE SUMMARY 2 B. BUSINESS DESCRIPTION – AN ORGANIC OPPORUNITY 4 Introduction 4 Product 4 Groundwork forthe Venture 4 Crops to be grown 5 The Opportunity 6 Our community 7 Land Use, (re)connecting to `aina (land) 7 C. INDUSTRY AND MARKET ANALYSIS 9 Growth in the organic industry 9 The Hawai`i market 9 local competition 11 Offshore organic competition 12 Farming in Hawai`i 12 Customer profile 13 Distribution mechanisms 15 D. MARKETING PLAN 16 Promotions and outreach 16 Specific segment stratigies 17 MA`O customer service philosophy 17 Promotional materials and labeling 18 Pricing 18 Distribution 19 Sales management 19 Competitive advantage 19 E. MANAGEMENT PLAN 20 Organization and board 20 Governance 20 MA`O’s position in WCRC 21 Executive management & Staffing plan 22 Cooperating experts 22 F. Operations Plan 23 Farm plan 23 Research and development 23 Crop growth 23 Harvest and quality control 24 Inventory management 24 Organic certification 24 Farmer’s markets 24 Land, Equipment, Office Space, Tools, Resources 25 Increasing youth capacity 25 G. FINANCIAL PLAN 26 Start-up 26 Accounting system & Business controls 26 Long-term sustinability 26 Proforma statements 26 H. Risk ASSESSMENT & CONTINGENCY PLAN 35 I. ENDNOTES 36 EXECUTIVE SUMMARY Leaders must deal with apathy along the Leeward Coast (Wai`anae), perhaps it comes from poverty...
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...SkyWest, Inc. and the Regional Airline Industry in 2009 Julia Whitaker HPU: MGMT 4001 SkyWest Inc. is an independently owned airline company. They own two regional airlines, SkyWest (with focus on west coast) and Atlantic Southeast Airlines or ASA (with focus on east coast). Regional airlines usually conduct their business one of two ways: 1. Under a major network airline, using the network airlines brand name, regional airlines fly customers from smaller communities to larger airports. They also supplement the mainline market when demand doesn’t require large aircraft. 2. Regional airlines also conduct their own flights serving as commuter airlines for business travelers needing to travel between small communities and larger cities. As many other regional airlines, SkyWest Inc. earns most of its revenue by partnering up with the larger network airlines. In this type of partnership, regional airlines typically receive a contracted departure fee and are sometimes offered incentives for airline performance such as being on time. The airline industry is vulnerable in many ways. They have vulnerability to market changes, fuel costs, regulations, weather, and customer preferences. Being a smaller company also puts them at risk of being disenfranchised by the larger, network airlines. In 2006, regional airlines had some of the worst on time records in the industry. They also had six out of seven worst records for cancelled flights. My analysis has shown that...
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...Chapter Three 3 Fundamentals of Cost-Volume-Profit Analysis Orientation P A R T 1 LEARNING OBJECTIVES Preparing and Organizing Yourself After reading this chapter, you should be able to: for Success in College L.O.1 Use cost-volume-profit (CVP) analysis to analyze decisions. L.O.2 Understand the effect of cost structure on decisions. L.O.3 Use Microsoft Excel to perform CVP analysis. L.O.4 Incorporate taxes, multiple products, and alternative cost structures into the CVP analysis. L.O.5 Understand the assumptions and limitations of CVP analysis. C H A P T E R S I N P A R T O N E 1 2 Making Yourself Successful in College Approaching College Reading and Developing a College-Level Vocabulary Approaching College Assignments: Reading Textbooks and Following Directions 3 ✓ Related Resources See pages 000 to 000 of the Annotated Instructor’s Edition for general suggestions related to the chapters in Part One. 1 cor50782_ch01_001-072.indd 1 10/5/09 11:09:2 P A R T I opened U-Develop because I love photography and I wanted to own my own business. I now get to spend most of my day working with employees and customers making sure that the photos they take are the best they can be. It also gives me a chance to encourage younger people who have an interest in photography, because I work with many of the school groups and after-school clubs here in town. That’s the fun part of the job. But I also have to think about the financial side of the business. I need a systematic way to understand...
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...first quarter of 2008, but wasn’t moved to the consumer market until the first quarter of 2010, pricing between $946.00 and $3838.00, depending on device necessity. The increased of transistor density on processors since the mid 1970’s has been incredible, but dramatically increased in 2011 when Intel Corporation announced production of their 22 nm 3-D Tri-gate transistor technology. It was a partial redesign of traditional 2-D planar (flat) transistor architecture, to a design that supported power transmission on three planes (3-Dimensions), increasing power output and speed, while decreasing power usage by device processes. Transistor size was reduced again in June 2014 when Intel announced a collaboration with Cadence Design Systems, Inc. to create 14 nm transistors, further improving design specs, and maintaining adherence to Moore’s Law. There has been wide speculation that further reduction of transistor architecture could be difficult unless new materials and requisite manufacturing methods are used in their redesign. Silicon-germanium (SiGe), gallium arsenide (GaAs), indium-gallium-arsenide, and graphene have been suggested as possible alternatives for some currently used materials; Intel already employs hafnium in place of silicon for some applications. Current industry discussion of using nanotube technology, however, suggests more immediate potential for...
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...Consumer Behavior Consumer Behavior: Contrast Jet Blue vs. Southwest Airlines Trident University MKT501 CS1 Identify key external factors that affect the passenger airline industry and explain how that impact occurs There are several external factors that affect the passenger airline industry. Some of the factors that affect the industry are economic crisis, instability in aviation fuel price, and environmental factors. I will elaborate more in detail in the following paragraphs on these factors. The first area I want to talk about is our countries current Economic Crisis, and in my opinion drives all the other factors that affect airline industry’s the most. The current economic situation is not good and therefore will have an effect on what a customer will or will not do. Air travel is very expensive as it is, in my opinion, so a sluggish economy will add more pressure on an individual or family thinking of flying anywhere. The second area that affects the airline industry is the cost of aviation fuel. If fuel prices are high, the airline will have to charge more for tickets. As I mentioned earlier, higher ticket prices is not what the public wants in our current economy. The airline industry is a business and in order to make money and continue to provide the service, the company has a breakeven price, approximately 66% of their operating cost (Airline Economics Break Even Load Factors Paragraph). If the company doesn’t...
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...|Student Name |Emmanuel Afonrinwo | |Email Address |afonrinwo@gmail.com | |Course Title |Advance Computer Networking | Question 1. What does computer networking accomplish? 2. How does networking improve the usefulness of computers? 3. What are the drawbacks of networking computers? 4. What is the future of networking computers? 5. Is computer networking still at infancy, Discuss? Question 1: What does computer networking accomplish? Computer networking is the interconnection of two or more computers to share resources. Computer networking has evolved beyond the sharing of resources; it allows people and machines to communicate, using some of the advanced features or services. Computer networking has brought about increased productivity, cost reduction and synergy between users. Other accomplishments of the computer networks include: • File sharing and management: One of the major accomplishments of computer networking is file sharing, which includes remote file accessing. Organizations or individuals can share documents irrespective of their location provided their PCs are interconnected. It...
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...Mission statement analysis [Type the document subtitle] Department of Management Studies COURSE TITLE Strategic Management PREPARED FOR Abu Sayef Md. Muntaquimul Bari Chowdhuri Lecturer Department of Management Studies Jahangirnagar University PREPARED BY: Knights Sl No Group Members ID 1. Tasnia Zannat 682 2. Md. Mazharul Islam 708 3. Md. Monirul Islam 716 4. Rabbir Rashedin Tirno 717 5. Md. Mahfuzur Rahman 721 6. Mahedi Akbar 1960 Group leader: Mahedi Akbar (1960) Date of Submission: 13th March, 2015 Jahangirnagar University Savar, Dhaka Letter of Transmittal 13th March, 2015 Abu Sayef Md. Muntaquimul Bari Chowdhuri Lecturer, Department of Management Studies Jahangirnagar University Savar, Dhaka Subject: Submission of the report on “Mission statement analysis.” Dear Sir, It is an honor and great pleasure for us to submit our report on “Mission statement analysis” During the process of preparing the report, we get the chance of experiencing and rediscovering our potentials. This report gave us an opportunity to apply our theoretical expertise, sharpen our views, ideas and communication skills, which will help us in our future professional career. We hope that this report will be up to your expectation and draw your appreciation. If you have any question or inquiry regarding this report, please contact with us. We are looking forward to receiving your comments and suggestions on this report...
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...CRAFT BREWERS ALLIANCE, INC. 2010 Annual Report UNITED STATES SECURITIES AND EXCHANGE COMMISSION Washington, D.C. 20549 Form 10-K ANNUAL REPORT PURSUANT TO SECTION 13 OR 15(d) OF THE SECURITIES EXCHANGE ACT OF 1934 For the fiscal year ended December 31, 2010 or TRANSITION REPORT PURSUANT TO SECTION 13 OR 15(d) OF THE SECURITIES EXCHANGE ACT OF 1934 For the transition period from _______________ to ______________ Commission File Number 0-26542 CRAFT BREWERS ALLIANCE, INC. (Exact name of registrant as specified in its charter) Washington (State of incorporation) 929 North Russell Street Portland, Oregon (Address of principal executive offices) 91-1141254 (I.R.S. Employer Identification Number) 97227-1733 (Zip Code) (503) 331-7270 (Registrant’s telephone number, including area code) Securities registered pursuant to Section 12(b) of the Act: Title of Each Class Common Stock, Par Value $0.005 Per Share Name of Each Exchange on Which Registered The NASDAQ Stock Market LLC Securities registered pursuant to Section 12(g) of the Act: None. (Title of Class) Indicate by check mark if the registrant is a well-known seasoned issuer, as defined in Rule 405 of the Securities Act. Yes No Indicate by check mark if the registrant is not required to file reports pursuant to Section 13 or Section 15(d) of the Act. Yes No Indicate by check mark whether the registrant (1) has filed all reports required to be filed by Section 13 or 15(d) of the Securities Exchange Act...
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...ab UBS Investment Research Nokia Here we go again… Following negative pre-announcement we downgrade from Buy to Neutral We believe the main issue behind Nokia’s profit warning has been increased pricing pressure in the high-end due to lack of competitive product. We believe investors will be unwilling to put faith in the execution on new devices. We downgrade to Neutral and will revisit when visibility emerges on new products. Do risks still remain on lowered expectations? To reach low-end of FY margin guidance, Nokia requires >34% GM or c.460bps seq improvement in Q4 which appears challenging. To achieve our 2010E revenue we estimate new high-end devices will need to contribute c.€1.3bn in H2 or >4m units. Given the magnitude of improvement required, lack of reassurance on new products, and increased competition, we believe downside risks still exist. Has value now emerged? On a one-year reverse DCF, current price implies 0% rev growth in perpetuity at 4m of incremental volumes. Alternatively, overall volumes will have to be significantly better than expected. UBS 4 Nokia 17 June 2010 Table 2: Nokia Devices – volumes (m) by category Volumes (m) N series E series X series C series 5000 series Other smartphones Converged Devices FY '09 18.9 18.5 0.0 0.0 17.2 13.2 67.8 Q1 '10 2.9 6.3 1.0 0.0 7.9 3.4 21.5 Q2 '10E 1.5 6.9 1.7 3.2 9.2 3.2 25.7 Q3 '10E 1.4 6.9 2 6.0 8.6 2.8 27.7 Q4 '10E 2.1 7.8 2.2 6.8 6.8 3.0 28.7 FY '10E 7.9 27.9 6.9 16.0 32.5 12.4 103.6 Mid-end...
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...Financial Analysis: Chipotle Mexican Grill, Inc When reviewing a company’s financials and trends within, it is important to seek the industry average therefore you have something to compare them to. Every industry’s averages are much different and can be interpreted from many angles. For example: Chipotle Mexican Grill caries a trailing price to earnings ratio of 42x which is much higher than its competitors such as McDonalds, who carries a 17x p/e, or Yum Brands, who carries a 24x p/e ratio. From this data you can infer that chipotle is overpriced compared to competition, which also means the market likes the stock. Then you must stand back and look at the data from an even different angle and notice that P/E ratios as a whole don’t matter as much during a time of such a bull market, they are just an indicator that the company will be a more risky investment when the market eventually pulls back. It is also important to understand that even though companies may be competitors they really may not be all that similar. Yum’s Foods has 39,000 stores in 125 countries with broad exposure in china and India where middle income is higher and help them maintain growth as a rather mature company. Whereas Chipotle is mostly domesticated here in America where the spending gap is growing and the market is very saturated, which may cause concern for where the growth company will find its growth. That is where these companies differ; Chipotle is in a relatively new market called, “the...
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...McGraw-Hill Companies, Inc., 1221 Avenue of the Americas, New York, NY, 10020. Copyright © 2011, 2008, 2006 by The McGraw-Hill Companies, Inc. All rights reserved. No part of this publication may be reproduced or distributed in any form or by any means, or stored in a database or retrieval system, without the prior written consent of The McGraw-Hill Companies, Inc., including, but not limited to, in any network or other electronic storage or transmission, or broadcast for distance learning. Some ancillaries, including electronic and print components, may not be available to customers outside the United States. This book is printed on acid-free paper. 1 2 3 4 5 6 7 8 9 0 WVR/WVR 1 0 9 8 7 6 5 4 3 2 1 0 ISBN MHID 978-0-07-352711-6 0-07-352711-4 Vice president and editor-in-chief: Brent Gordon Editorial director: Stewart Mattson Publisher: Tim Vertovec Director of development: Ann Torbert Development editor: Emily A. Hatteberg Vice president and director of marketing: Robin J. Zwettler Marketing director: Sankha Basu Marketing manager: Kathleen Klehr Vice president of editing, design and production: Sesha Bolisetty Senior project manager: Susanne Riedell Senior production supervisor: Debra R. Sylvester Interior designer: JoAnne Schopler Senior photo research coordinator: Jeremy Cheshareck Senior media project manager: Allison Souter Cover design: JoAnne Schopler Typeface: 10.5/12 Times New Roman Compositor: MPS Limited, A Macmillan Company Printer: World Color Press Inc. Library of Congress...
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...ATSB TRANSPORT SAFETY REPORT Aviation Research and Analysis Report – AR-2008-055 An Overview of Human Factors in Aviation Maintenance Alan Hobbs Ph.D. December 2008 ATSB TRANSPORT SAFETY REPORT Aviation Research and Analysis Report AR-2008-055 Final An Overview of Human Factors in Aviation Maintenance Alan Hobbs Ph.D. - iii - Published by: Postal address: Office location: Telephone: Facsimile: E-mail: Internet: Australian Transport Safety Bureau PO Box 967, Civic Square ACT 2608 62 Northbourne Ave, Canberra City, Australian Capital Territory 1800 020 616; from overseas + 61 2 6274 6440 Accident and incident notification: 1800 011 034 (24 hours) 02 6247 3117; from overseas + 61 2 6247 3117 atsbinfo@atsb.gov.au www.atsb.gov.au © Commonwealth of Australia 2008. This work is copyright. In the interests of enhancing the value of the information contained in this publication you may copy, download, display, print, reproduce and distribute this material in unaltered form (retaining this notice). However, copyright in the material obtained from other agencies, private individuals or organisations, belongs to those agencies, individuals or organisations. Where you want to use their material you will need to contact them directly. Subject to the provisions of the Copyright Act 1968, you must not make any other use of the material in this publication unless you have the permission of the Australian Transport Safety Bureau. Please direct requests for further...
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...Strategic Report for Southwest Airlines Tycen Bundgaard John Bejjani Edmund Helmer April 12, 2006 Table of Contents EXECUTIVE SUMMARY............................................................................................... 3 COMPANY BACKGROUND ....................................................................................... 6 PORTER’S FIVE FORCES............................................................................................ 10 MARKET DEFINITION .............................................................................................................. 10 INTERNAL RIVALRY ................................................................................................................. 11 ENTRY ....................................................................................................................................... 12 SUBSTITUTES AND COMPLEMENTS ........................................................................................ 14 SUPPLIER POWER ..................................................................................................................... 15 BUYER POWER .......................................................................................................................... 18 FINANCIAL ANALYSIS.............................................................................................. 19 OPERATION FINANCIALS .................................................................................
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