...BUSINESS CYCLE CASE STUDY Traditionally businesses have endured periods of not only high profits and huge sales volumes but also bombarded with those of low sales and low returns. Business managers have devised ways of going around these eventualities.Besides, economies in general have also been faced with periods of slow growth and high growth. These market changes and economic growth fluctuations usually move in a cyclical manner; expansion-peak-contraction-slump-expansion and so on. This cycle of fluctuations in economic activities in a given country or market is known as the business cycle (Harvey, 2015). According to Riley (2012), a business cycle refers to irregular, random changes in the economic activity of a nation or industry over a period of time usually several months or years. These changes leads to increase or decrease in a country’s gross domestic product (GDP). The GDP fluctuations imply an expansion or contraction of the economy. The period of economic growth is called boom while the period of economic decline is called recession. The highest possible growth just before the decline is called the peak while the lowest possible point during recession is known as the trough or the slump. According to Bowlin (2015), one of the main cycles business management will encounter in the life of a business is one that sees four, distinct trends: slowdown, bottom, growth and peak. All businesses, even the most aggressive sales organization in the world, will experience...
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...EVALUATING QUALITY MANAGEMENT IN UNIVERSITY DEPARTMENTS Abstract Purpose Despite the abundance of research on quality management there is no universal consensus on how best to measure quality in higher education. This paper undertakes a critical evaluation of the different methods used to assess the quality of provision in higher education departments in the UK. Methodology Drawing on relevant literature, the authors develop a quality audit tool that incorporates all key components of effective quality management programmes and apply it to a single UK case study department. Findings The findings suggest that the potential for quality enhancement is determined by the manner in which the evaluation is conducted and subsequent change implemented. Perhaps unsurprisingly there is currently an emphasis on internally derived quantitative data and there is potential to enhance the management of the quality of HE programmes. Research Limitations/Implications This article has concentrated on the development of the quality audit tool and tested this within one UK department. Work is underway to now test the tool on an international basis. Paper type Research paper Key Words quality, higher education EVALUATING QUALITY MANAGEMENT IN UNIVERSITY DEPARTMENTS Introduction In many countries and many cultures, the issue of quality management has been firmly on the agenda of higher education institutions for quite some time. Higher education for the masses...
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...MGMT 450-88 Diversity Management Race/Ethnicity Substantive Paper Spring 2016 1. The Abercrombie & Fitch (A&F) website makes many formal statements regarding their vast diversity mindset and efforts to be diverse. The main Diversity page lists the following statement from John Gabrielli who is the Senior Vice President, “Diversity and inclusion are key to our organization’s success. We are determined to have a diverse culture, throughout our organization, that benefits from the perspective of each individual.” Their “Commitment” to Diversity states that they, “embrace all backgrounds, cultures, perspectives and thinking styles.” They go on to state that they value the uniqueness and leverage their diversity to strengthen their brand. The “What it Means to Us” page goes on to elaborate on the broad definition of diversity and that it includes “what’s seen and unseen” and also includes “race, gender, family, sexual orientation, work experience, physical ability, and religion.” The definition of inclusion is listed next which states that they “embrace those differences.” The “Diversity & Inclusion Team” page provides information on what they do. They want to attract a more diverse group of people and create an “inclusive environment that values the differences of its associates and customers.” They state that they promote diversity and use diversity to their advantage which in turn helps their position in the marketplace. A&F trains their management teams...
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...Journal of Financial Economics 60 (2001) 187}243 The theory and practice of corporate "nance: evidence from the "eld John R. Graham , Campbell R. Harvey * Fuqua School of Business, Duke University, Durham, NC 27708, USA National Bureau of Economic Research, Cambridge, MA 02912, USA Received 2 August 1999; received in revised form 10 December 1999 Abstract We survey 392 CFOs about the cost of capital, capital budgeting, and capital structure. Large "rms rely heavily on present value techniques and the capital asset pricing model, while small "rms are relatively likely to use the payback criterion. A surprising number of "rms use "rm risk rather than project risk in evaluating new investments. Firms are concerned about "nancial #exibility and credit ratings when issuing debt, and earnings We thank Franklin Allen for his detailed comments on the survey instrument and the overall project. We appreciate the input of Chris Allen, J.B. Heaton, Craig Lewis, Cli! Smith, Jeremy Stein, Robert Taggart, and Sheridan Titman on the survey questions and design. We received expert survey advice from Lisa Abendroth, John Lynch, and Greg Stewart. We thank Carol Bass, Frank Ryan, and Fuqua MBA students for help in gathering the data, and Kathy Benton, Steve Fink, Anne Higgs, Ken Rona, and Ge Zhang for computer assistance. The paper has bene"ted from comments made by an anonymous referee, the editor (Bill Schwert), as well as Michael Bradley, Alon Brav, Susan Chaplinsky, Magnus Dahlquist...
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...Journal of Financial Economics 60 (2001) 187}243 The theory and practice of corporate "nance: evidence from the "eldଝ John R. Graham , Campbell R. Harvey * Fuqua School of Business, Duke University, Durham, NC 27708, USA National Bureau of Economic Research, Cambridge, MA 02912, USA Received 2 August 1999; received in revised form 10 December 1999 Abstract We survey 392 CFOs about the cost of capital, capital budgeting, and capital structure. Large "rms rely heavily on present value techniques and the capital asset pricing model, while small "rms are relatively likely to use the payback criterion. A surprising number of "rms use "rm risk rather than project risk in evaluating new investments. Firms are concerned about "nancial #exibility and credit ratings when issuing debt, and earnings ଝ We thank Franklin Allen for his detailed comments on the survey instrument and the overall project. We appreciate the input of Chris Allen, J.B. Heaton, Craig Lewis, Cli! Smith, Jeremy Stein, Robert Taggart, and Sheridan Titman on the survey questions and design. We received expert survey advice from Lisa Abendroth, John Lynch, and Greg Stewart. We thank Carol Bass, Frank Ryan, and Fuqua MBA students for help in gathering the data, and Kathy Benton, Steve Fink, Anne Higgs, Ken Rona, and Ge Zhang for computer assistance. The paper has bene"ted from comments made by an anonymous referee, the editor (Bill Schwert), as well as Michael Bradley, Alon Brav, Susan Chaplinsky...
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...INNOVATION: THE COCA-COLA CHALLENGE Abstract The Coca-Cola Company fully understands the meaning of innovation as evidenced by their ever-growing brand portfolio and internal processes. In this paper, I discuss Coke's three cola strategy as both a product and service innovation. Such strategy was implemented to widen the market presence of Classic Coke, Diet Coke and Coke Zero. The three cola strategy was developed initially for the purpose of rekindling the growth of the sparkling beverages. The strategy is basically a campaign to boost public confidence wherein an array of marketing, advertising and promotion was implemented. The three cola strategy was backed by Research Council towards the development of consumer-centered innovation. Introduction Overview of the Organization The Coca-Cola Company Founded by Asa Griggs Candler in 1882 in Atlanta, Georgia, a company that fully understands the importance of innovation in business is the Coca-Cola Company. Coca-Cola, or simply Coke, chose to concentrate their operation on production of soft drink syrup while maintaining an intimate relationship with its bottlers and distributors at the retail level. Basically, the company is engaged into blending raw material ingredients (product planning), packaging in plastic canisters (market research) and shipping to bottlers (advertising). In 1886, John Stith Pemberton invented the company’s flagship product Coca-Cola. Today, Coca-Cola Company offers more...
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...DO FIRMS TARGET CREDIT RATINGS OR LEVERAGE LEVEL IN PAKISTAN SUBMITTED TO: Dr. SOHAIL YOUNIS SUBMITTED BY: JAMSHAID ALI BBS GROUP C IM|SCIENCES, HAYATABAD, PESHAWAR ABSTRACT The topic selected for this study “Do firm Target Credit Ratings or Leverage Level”. In this study 20 Pakistani non-financial firms are proposed to be included to observe the different determinants of capital structure which influence the leverage ratio and the study is also proposed to find out relationship of different explanatory variables with each other whether positive or negative influence exists. The variables taken in this study are Leverage, earnings before interest and tax, business size, fixed asset, depreciation and market to book value. This study also includes expression of different economic and financial analyst about the determinants of capital structure and this study also relates to the theory of capital structure by M.M and all other analyst. TABLE OF CONTENTS Contents Section 1 INTRODUCTION TO RESEARCH PROPOSAL ............................................................................. 4 Introduction .............................................................................................................................................. 4 Introduction to research question and underpinning theories ................................................................ 4 Introduction to the context ............................................................
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...Saint Mary's University Chapter 1 / Foundations of Information Systems in Business CASE 2 27 The New York Times and Boston Scientific: Two Different Ways of Innovating with Information Technology A and the resources to turn their ideas into reality. Typical projects are measured against criteria like revenue potential or journalistic value. R&D projects aren’t. “Since we build software, there’s no huge capital investment up front,” Frons says, “which allows us to experiment. The emphasis is on rapid development.” Times Widgets, a widget-making platform, was a contest winner, as was the recently launched Times Wire, a near real-time customizable interface for online content. “We’re trying to solve specific problems and think about where the business is going,” Frons says. Frons is focused on enhancing revenue, cutting costs, and increasing efficiency through process improvements and automation. The New York Times has launched a cool interactive map that shows the most popular Netflix rentals across 12 U.S. metropolitan areas: New York, San Francisco/Bay Area, Boston, Chicago, Washington, Los Angeles, Seattle, Minneapolis, Denver, Atlanta, Dallas, and Miami. If you’re a Netflix junkie and a closet Twilight fan (and you live in a major U.S. city), your rental habits are now on display. To create the map, The New York Times partnered with Netflix. The map is a graphical database of the top 100 most-rented Netflix films of 2009 laid on top of maps. With it you can graphically...
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...Date: 11/04/2012 Assignment: Alliant Energy Business Case Study 1. Main players: William D. Harvey, Chairman and CEO of Alliant Energy Jamie Toledo, the head of Alliant Energy’ supplier diversity program 2. The company’s industry: domestic utility company providing electrical power and natural gas 3. Problems facing the company: Employees of Alliant Energy are confused about the company’s definition of diversity and management’s expectations regarding this matter. 4. The primary issue of the company: attracting and retaining a diverse workforce 5. The reasons why the problem emerged: results of a survey based on employees’ perceptions of diversity issues showed that Alliant’s employees don’t fully understand the company’s culture and policies about diversity. 6. Characteristics of the industry Alliant Energy is in and how it is changing over time: global economy created a highly competitive market, which is forcing domestic utility businesses to have a competitive advantage and differentiate themselves from competition. 7. The firm’s strategy for differentiation: expand the diversity base of its suppliers, supports the growth and development of minority- and women-owned businesses. 8. Possible solutions to the problem: Ongoing training to raise awareness about diversity and its implications, conducting workshops and seminars about diversity, and including all...
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...Chapter 1 / Foundations of Information Systems in Business ● 27 REAL WORLD CASE 2 lmost everybody has a theory about how to save the U.S. newspaper industry. The only consensus, it seems, is that it needs to change fundamentally or it could all but disappear. At The New York Times, tough times have elevated IT-enabled innovation to the top of the agenda. A research and development group, created in 2006, operates as a shared service across nearly two dozen newspapers, a radio station, and more than 50 Web sites. “Our role is to accelerate our entry onto new platforms by identifying opportunities, conceptualizing, and prototyping ideas,” explains Michael Zimbalist, the company’s vice president of R&D. Zimbalist’s staff of 12 includes experts in rapid prototyping, specialists in areas like mobile or cloud computing and data miners who probe Web site data for insight into what visitors do. They work within a common framework based on idea generation, development, and diffusion throughout the business. Recent projects included prototypes for new display ad concepts, as well as BlackBerry applications for Boston.com and the expert site About.com. The team’s work is intended to supplement and support innovation taking place within the business units. For example, the team is prototyping E-Ink, an emerging display technology; some business units can’t spare the resources to investigate it. At NYTimes.com, the design and product development group of Marc Frons, CTO of...
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...Sullivan University | Roaring Dragon Hotel: Intercultural Communication | Bader Ali | | | 10/25/2015 | This is a proposal for the Roaring Dragon Hotel case study. It Includes an Executive Summary for the whole paper starting from introduction down to the conclusion. This will also include out-sourced researches to help clarify the dilemma of lack of communication along with the ignorance of Guanxi. | Executive Summary: In this proposal, you will read briefly about the history of the Roaring Dragon Hotel and where does it stand in its industry. There will be emphasis on how relationships, Guanxi, were a major source of income and interest. This proposal will focus on the setback of internal cultural communication in the hotel and how it affected the hotel’s evolution. The hotel decided to grow, from a 3 star to a 5 star hotel. A foreigner team of specialists were requested for the change procedure. The team was not made aware of the culture they are stepping foot in; add to that, they did not speak the language. The Management excused themselves from explaining to the foreigners what inner value does their employees hold; Guanxi. The employees were not told about the change and its phases. The employees did not understand the language of the outsiders nor their unfairly perceived actions. The evolution team should have invested some time in researching the culture of China, the culture of the hotel, and its business routine. The management members must...
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...Case 16 Reed’s Clothier Inc James Jackson University of Phoenix Finance for Business FIN 370 Mr. Arnold Harvey July 21, 2010 Case 16 Reed’s Clothier Inc Reed’s Clothiers was founded by Jim Reed in 1934 when Jim retired from the military. Over the years, the business grew, netting over $800,000 by 1976. Jim Reed then decided to retire and handed over the family business to his son, Jim Reed II. The younger Jim then decided to buy a building in a prime area in downtown Lexington, creating a 880,000 mortgage debt. As the years progressed, Reed’s Clothiers success grew along with their inventory stock. Because of the rapid growth in Reed’s Clothiers’ inventory, debt was incurred. As the debt grew out of control and accounts became past due, Jim decided to make a visit to the bank his family did business with. There he learned that he was over extended in his credit and that he now had more debt and past due accounts than he did cash flow. The banker suggested that Jim hire a specialist to help manage his inventory and to get the company back on track. It was then Jim knew Reed’s Clothiers was in financial trouble. Reed’s Clothiers Question 1. Calculate a few ratios and compare Reed’s results with industry averages. (Some industry averages are shown in Exhibit 4.) What do these ratios indicate? Ratio Reeds Industry Current (current assets/current liabilities) ...
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...management process. Your Objectives After this session and once you have read the relevant articles & extracts, YOU WILL BE ABLE TO: • Outline a number of definitions and frameworks which describe the main elements of strategy. • Recognize some of the key debates and issues within strategic management. • Understand the context in which the tools and techniques of strategic analysis can contribute to the strategic management process. B. WHAT IS STRATEGY The search for a single definition of strategy, or any of its related terms, is likely to hide more than it illuminates. Consequently, this Section explores the question “What is Strategy?” from a variety of perspectives. ν An Historical Perspective Whilst the study of strategy as a business discipline is relatively recent, the word...
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...Service Quality Management in Hotel Industry: A Conceptual Framework for Food and Beverage Departments Ala`a Nimer AbuKhalifeh1 & Ahmad Puad Mat Som1 1 School of Housing, Building and Planning, Universiti Sains Malaysia, Penang, Malaysia Correspondence: Ala`a Nimer AbuKhalifeh, School of Housing, Building and Planning, Universiti Sains Malaysia, Penang, Malaysia. Tel: 60-4-653-3741. E-mail: ana11_hbp046@student.usm.my Received: March 8, 2012 Accepted: May 15, 2012 Online Published: July 16, 2012 doi:10.5539/ijbm.v7n14p135 Abstract URL: http://dx.doi.org/10.5539/ijbm.v7n14p135 Service quality has been an important subject of research involving food and beverage (F&B) departments of hotels. Despite a substantial number of studies on service quality, the reasons why guests revisit a hotel and why a high-quality service from the F&B department is needed have remained unanswered. This paper aims to review existing literature on service quality management in the F&B departments of hotels, its process, and the effective service quality management framework. This paper discusses famous models, and explains Parasuraman’s dimensional framework of service quality management in the area of F&B and its application to the hotel industry. The conceptual paper suggests application of the dimensional model in the F&B department and encourages hotels to improve its management to better satisfy their guests. Keywords: service quality, hotel industry, parasuraman dimensional model, food...
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... Adeniyi, Adeolu Shola GTB Lagos, Nigeria adeolu.adeniyi@mail.com Abstract This paper is one in a series of establishing what competencies the various stakeholders (students, faculty and industry mentors) think are the ideal competencies needed by employees in the hospitality field in places such as hotels, food service providers, restaurants and lodges, compared to those actually displayed by hospitality management students. This particular paper reports on a comparison drawn between what the faculty and students believe are the ideal competencies compared to those that they actually have on completion of their academic studies, prior to the students engaging in their semester of work-integrated learning (WIL). The results would be used by faculty to focus on ensuring students are aware of the employability and management competencies they need in order to conduct themselves in the business world of hospitality with confidence and competently. Key Words: Competencies, hospitality, soft skills, work-integrated learning. Introduction In a developing country such as Nigeria where the jobless rate is 10.4% of the labour force, it is expected...
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