...ended 28 June 2009 Highlights for Financial Year 2009 • This has been a successful year with our business performing well overall in a difficult economic climate • The result is the outcome of our consistent delivery against our clearly defined strategies — proving that Woolworths is built to deliver sustainable results over the long term • The result reflects increased customer acceptance of our offers underpinned by the reinvestment in all our businesses to ensure the momentum continues to build long term shareholder value. We will continue to refine our brands to changing customer expectations • Our strong new store rollout across all brands continued during the year • FY09 saw enhanced Rewards development and launch of new initiatives • We are well positioned for future growth with a strong balance sheet and cash flow 2 Highlights – Full Year 2009 Successful year with solid results across our business FY09 Sales - Group - ex Petrol EBIT NPAT EPS ROFE $49.6b $44.1b $2,815.5m $1,835.7m 150.7¢ 31.9% Growth1 52 v 52 7.5% 8.5% 13.4% 14.9% 13.8% 1.1%pts Growth 52 v 53 5.4% 6.6% 11.3% 12.8% 11.7% 0.5%pts Well positioned for achieving long term sustainable profitable growth 1. Reflects growth normalised to remove the impact of the 53rd week in FY08 3 Highlights for the year 4 Rollout of New Formats – Australia & NZ "We will continue to invest in our store network Results from our accelerated refurbishment program are on track" • We currently...
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...progressive or regressive tax; 2) study the impact of GST on Malaysian households; 3) estimate the total GST raised from households in perfect condition vs. practical circumstance; 4) estimate the expected inflation spike based on the Consumer Price Index; and 5) discuss the wider implications of implementing GST. Despite setting essential items like basic food, public transportation, education and healthcare as exempt or zero rated items, we show that GST is a regressive tax. Using 7% as the standard GST rate, the average household is expected to pay 2.93% of monthly income as GST (RM 104 per month in July 2013 values). Households will pay higher percentage of their income as GST if they are: middle and low income groups (with those earning around RM 2,500 per month paying 3.07%), engaged as technicians, clerical and services workers, farmers and fishermen, in single person household, in young households (less than 24 years old), Bumiputera-led households and households residing in Peninsular Malaysia. We find that it is not possible to make GST a progressive tax as long as we want to raise the same amount of revenue. We experimented with: 1) a multi-tiered GST system whereby certain items attract higher GST rate than the standard rate; and 2) imposing high GST rate on fewer items, whilst exempting or zero-rating all remaining items. The high GST rate can be levied on transport excluding public transportation...
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...177,361 Net Revenue 24.1% 25.7% * Market Cap and TSR for '11-12 based on BSE price on 30 Mar 2012 Sensex (CAGR 95-96 to 11/12) : 10.8% 2 ITC’s ranking Amongst all listed private sector cos. PBT: No. 5 PAT: No. 6 Market Capitalisation: No. 3 3 ITC Consistently in the Market Cap. Top League Mar-96 Rank July-12 * Rank Tata Motors 1 Hindustan Unilever 2 9 Reliance Industries Tata Steel 3 4 1 Bajaj Holdings & Invst. 5 Larsen & Toubro Hindalco Industries 6 7 ITC 8 Grasim Industries 9 HDFC 10 3 8 New entrants in the list: IT, Financial Services & Telecom * As on 19th July 2012 4 ITC ranked 6th amongst global consumer goods companies in sustainable value creation during 2005-09 (Boston Consulting) 5 One of India’s most valuable and admired companies Ø One of the foremost in the private sector in terms of : l Sustained value creation (BT-Stern Stewart survey) l Operating profits l Cash Profits Ø Only Indian FMCG Company to feature in Forbes 2000 List l A comprehensive ranking of world’s biggest companies measured by a composite of sales, profits, assets & market value 6 Awards & Accolades (1) • ITC was awarded the prestigious ‘World Business and Development award 2012’ for its transformational rural initiatives in social and farm forestry programmes in India. It was the only Indian company to...
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...International Journal of Hospitality Management 29 (2010) 72–82 Contents lists available at ScienceDirect International Journal of Hospitality Management journal homepage: www.elsevier.com/locate/ijhosman Impacts of positive and negative corporate social responsibility activities on company performance in the hospitality industry Kyung Ho Kang a,*, Seoki Lee b,1, Chang Huh c,2 a School of Tourism and Hospitality Management, Temple University, 1700 North Broad St., Suite 201, Philadelphia, PA 19122, United States School of Tourism and Hospitality Management, Temple University, 1700 North Broad St., Suite 201-F, Philadelphia, PA 19122, United States c College of Hospitality and Tourism Management, Niagara University, St. Vincent’s Hall, Room 304, NY 14109, United States b A R T I C L E I N F O A B S T R A C T Keywords: Corporate social responsibility Hospitality industry Financial performance In spite of growing concern for corporate social responsibility (CSR) in various industries including the hospitality industry, the relationship between CSR activities and financial performance is a rarely examined subject in the hospitality context. Especially, research measuring the separate impacts of positive and negative CSR activities on companies’ financial performances remains, as yet, unconsidered. Thus, this study examines different impacts of positive and negative CSR activities on financial performance of hotel, casino, restaurant and airline companies,...
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...Iowa State University Digital Repository @ Iowa State University Graduate Theses and Dissertations Graduate College 2014 A review of studies on luxury hotels over the past two decades Yin Chu Iowa State University Follow this and additional works at: http://lib.dr.iastate.edu/etd Part of the Advertising and Promotion Management Commons, Business Administration, Management, and Operations Commons, Home Economics Commons, Management Sciences and Quantitative Methods Commons, and the Marketing Commons Recommended Citation Chu, Yin, "A review of studies on luxury hotels over the past two decades" (2014). Graduate Theses and Dissertations. Paper 13913. This Thesis is brought to you for free and open access by the Graduate College at Digital Repository @ Iowa State University. It has been accepted for inclusion in Graduate Theses and Dissertations by an authorized administrator of Digital Repository @ Iowa State University. For more information, please contact hinefuku@iastate.edu. A review of studies on luxury hotels over the past two decades by Yin Chu A thesis submitted to the graduate faculty in partial fulfillment of the requirements for the degree of MASTER OF SCIENCE Major: Hospitality Management Program of Study Committee: Liang (Rebecca) Tang, Major Professor Tianshu Zheng Fatma Baytar Iowa State University Ames, Iowa 2014 Copyright © Yin Chu, 2014. All rights reserved. ii TABLE OF CONTENTS Page LIST OF TABLES ....
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...Louis Lim Wei Chun (S8416257D) * Contents Executive Summary | 1 | Company Overview | 2 | External Environment | 2 | Internal Environment | 4 | Acquisitions, Restructuring and Cooperative Strategies | 6 | Business-Level Strategy of Las Vegas Sands in the U.S. | 6 | Corporate- Level Strategy of Las Vegas Sands in the U.S. | 11 | International Business-Level Strategy of Las Vegas Sands | | Macau | 14 | Singapore | 17 | Bibliography | i | Appendix | iv | * Executive Summary Las Vegas Sands is a hotel, gaming and resort development company which operates in many countries worldwide. It has 3 significant establishments; The Venetian and The Palazzo in United States, The Venetian Macao in Macau and Marina Bay Sands in Singapore. The company places strong focus on their code of conduct and ethical behavior of their employees. The company has both tangible and intangible resources. Their capabilities include excellent management of operations and human resources, specifically tailored offerings to the Asian market, the MICE business and Eco 360 cost savings initiative. We have identified their core competencies to be in MICE, the Eco 360 program, its Paiza Club which targets high end Asian clientele and the Venetian theme which is seen prominently in their establishments. We have also analyzed the company’s external environment based on Porter’s 5 forces. Most of the forces are identified to be moderate, with the exception of threat of substitutes being...
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...Question 2 The possible implication of that tax system for the Malaysian economy, If implemented. The Malaysian government has to make procedure decisions on how to implement the GST. The most necessary decision about VAT is if it should be imposed as a expenditure, gross-product or income-type tax. Malaysia proposed a consumption-based GST. The use of invoices for GST provides more simplicity on how the tax is imposed. For VAT imposed as an income-type the accounting representation would be more suitable. In that case it would be based on the economic records of the company. The main advantage of a VAT is that it is a broad based system. Typically government and non-profit enterprises are excluded from the tax base. Further an important policy decision is to determine the place where GST is levy. For International Trade the place where the GST is levied is a vital matter. On the one hand the GST can be levied on the location of assembly (the origin principle) on the other it can be based on the location of the final consumption (the destination principle).The origin principle VAT is levied on value added within the state for all goods and services despite of whether they are sold within the state or export out of the state. It excludes value added personified in the goods and services that originate outside the state. The most regular is the use of the goal principle. Our analysis thus far has focused on evaluate if GST is a regressive or progressive tax and the corrective...
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...Rodolfo Baggio Marianna Sigala Alessandro Inversini Juho Pesonen Editors Information and Communication Technologies in Tourism 2014 eProceedings of the ENTER 2014 PhD Workshop in Dublin, Ireland. January 21, 2014 Preface The advent of Information and communication technology (ICT) has had a paramount impact on tourism. The effects of this revolution continue to change the nature of contemporary tourism on a day-to-day base. The globalization of information, open innovation, better access, collaboration in a generation of information and technological convergence, have all contributed to the design of a new scientific paradigm. Thanks to our passion for research and to the continuous advancements in the technological ecosystem as well as the possibility of better understanding human activity and behavior we are on the threshold of a new era of the social science of tourism. This new social and technological paradigm affects tourism and human mobility in a way that gives the research process unheard-of possibilities. The current level of technological development allows for the construction of objects that are smaller, more intelligent and embedded in the environment and even wearable. These objects, which record and learn our habits are connected to the Internet and they have computing capabilities. They can also be interconnected and generate large quantities of information to benefit the environment in which they are located as well as the travellers that possess...
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...2 INTERNATIONAL CONFERENCE ON BUSINESS AND ECONOMIC RESEARCH (2 ICBER 2011) PROCEEDING nd nd SUSTAINABLE COMPETITIVE ADVANTAGE FOR MARKET LEADERSHIP AMONGST THE PRIVATE HIGHER EDUCATION INSTITUTES IN MALAYSIA Loh Teck Hua KDU University College Business School Section 13 Campus, 76, Jalan Universiti, 46200, Petaling Jaya, Selangor DE ABSTRACT One of Malaysia’s economic goals is to become an education hub for the region. To achieve this, the Malaysian government had liberalised government policies resulting in the proliferation of Private Higher Education Institutions (PHEIs) including private Universities and University Colleges. As competition intensifies it becomes increasingly pertinent to ask “What sustainable competitive advantage should the Private Higher Education Institutions (PHEIs) have to achieve market leadership in the Malaysian education industry?” For the smaller PHEIs, it is a question of survival itself. This paper aims to provide a theoretical study of some of the key strategic activities of the leading PHEIs to answer this question. The literature review covering both foreign and local sources indicates three key factors of sustainable competitive advantage, i.e. branding and image, the physical aspects of higher education including location and facilities, and the mode of delivery. The paper will seek to identify these factors amongst the market leaders to ascertain the validity of the secondary data via critical analysis of their activities. The...
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...Business Plan Hotel LUX: it starts here Kristel Lako 120547 Vivian de Lange 121181 Anne- Sophie Kersten 121104 Nadia Hassoune 123094 ------------------------------------------------- Team assignment Business Plan Team managers: R. van Ginneken & Maarten Staps Deadline: 07-6-2013 Class: 1HM 14 Vivian de Lange 121181 Anne-Sophie 121104 Kristel Lako 120547 Nadia Hassoune 123094 Executive Summary "When there is true hospitality, not many words are needed" The core purpose of this report is to show an idea of a feasible business hotel in Munich. The business plan explains all points, while going into debt in accounting, finance, marketing and Human Resource, why this concept will be profitable on long term. Hotel LUX is a 4 star business hotel and the main target group will be young entrepreneurs and local partners. The hotel is strategically located in the city centre of Munich and it enables its guests to be at the heart of the business community. The long-term goal of hotel LUX is to become one of the top choices in Munich for temporary lodging. This will be accomplished by creating a differentiated experience capitalizing on personal service, the facilities that the hotel provides and its unique location in one of the most attractive places in Germany, for business as well as leisure guests. We plan to be more than just lodging and accommodation and we aim for a social and warm atmosphere to relax in, and an inspiring...
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...South Asian Economic Students Meet 2012 | Agenda for Greening the South Asian Economy | Potential Energy Saving Capabilities of Emerging Cities: A Case of Hyderabad | L. Sai Anurag 11/10/2012 | Essay Proposal Since gaining Independence, the Indian Subcontinent has been one of the most promising areas for development and has increasingly made its presence felt in the global economic scenario with rapid progress in both the manufacturing and the services sector. India is the second fastest growing economy in the world, with a GDP growth rate of 9.4 percent in the financial year 2006-07. However, due to the impact of the global recession the policy paralysis in the country growth rate had fallen to 5.3% in Q4 FY’12. Contraction is the manufacturing sector and the falling rupee has deteriorated India’s position further. The resultant impact of the initial rapid GDP growth has been an increase in the per capita GDP and also an increase in the income levels of both rural and urban households. Achieving this growth also meant a tremendous rise in the use of energy across all the sectors of the economy as well albeit at a slower pace. The major point of concern here is not the magnitude of energy driving this growth but the quality and structure of this energy growth. India has immensely contributed to the growth of the South Asian Economy by taking up economic reforms and giving a tremendous boost to industry. India’s favorable demographic mix, its abundance...
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...Table of Contents 1. Summary and Introduction ...................................................................................... 3 2. Chocolate Industry ................................................................................................... 5 2.1. Understanding the landscape ................................................................................. 5 2.2. Trend ..................................................................................................................... 6 2.3. Industry Boundaries .............................................................................................. 6 2.4. Industry segmentation ........................................................................................... 7 2.5. Porter’s Five Forces ............................................................................................... 8 2.6. Industry Profitability ............................................................................................. 9 2.7. Industry Key Success Factors .............................................................................. 11 3. Internal analysis and positioning of the firm .......................................................... 12 3.1. Resources and capabilities ................................................................................... 12 3.2. Competitive Scope................................................................................................ 18 3.3. Thornton’s...
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...http://www.nckvietnam.com Understanding the Global Spa Industry http://www.nckvietnam.com This page intentionally left blank http://www.nckvietnam.com Understanding the Global Spa Industry: Spa Management Marc Cohen and Gerard Bodeker AMSTERDAM • BOSTON • HEIDELBERG • LONDON • NEWYORK • OXFORD • PARIS • SAN DIEGO • SAN FRANCISCO • SINGAPORE • SYDNEY • TOKYO Butterworth-Heinemann is an imprint of Elsevier http://www.nckvietnam.com Butterworth-Heinemann is an imprint of Elsevier Linacre House, Jordan Hill, Oxford OX2 8DP, UK 30 Corporate Drive, Suite 400, Burlington, MA01803, USA First edition 2008 Copyright © 2008 Elsevier Ltd. All rights reserved No part of this publication may be reproduced, stored in a retrieval system or transmitted in any form or by any means electronic, mechanical, photocopying, recording or otherwise without the prior written permission of the publisher Permissions may be sought directly from Elsevier’s Science & Technology Rights Department in Oxford, UK: phone ( 44) (0) 1865 843830; fax ( 44) (0) 1865 853333; email: permissions@elsevier.com. Alternatively you can submit your request online by visiting the Elsevier web site at http:/ /elsevier.com/locate/permissions, and selecting Obtaining permission to use Elsevier material Notice No responsibility is assumed by the publisher for any injury and/or damage to persons or property as a matter of products liability, negligence or otherwise, or from any use or operation of any...
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...Factors Influencing Visitor's Choices to Visit Urban Destinations Ontario Ministry of Tourism and Recreation Canadian Tourism Commission Canadian Heritage Parks Canada PREPARED BY: PREPARED FOR: Global Insight, Inc. June 2004 Table of Contents I. EXECUTIVE SUMMARY .................................................................................................. 1 Highlights................................................................................................................................ 1 Study Summary........................................................................................................................ 1 Recommendations ................................................................................................................... 2 Next Steps................................................................................................................................ 3 II. III. IV. A. INTRODUCTION............................................................................................................. 4 STUDY OBJECTIVE....................................................................................................... 4 METHODOLOGY ........................................................................................................... 5 LITERATURE REVIEW ........................................................................................................... 6 Introduction............................................
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...Green marketing From Wikipedia, the free encyclopedia According to the American Marketing Association, green marketing is the marketing of products that are presumed to be environmentally safe.[1] Thus green marketing incorporates a broad range of activities, including product modification, changes to the production process, packaging changes, as well as modifying advertising. Yet defining green marketing is not a simple task where several meanings intersect and contradict each other; an example of this will be the existence of varying social, environmental and retail definitions attached to this term.[1] Other similar terms used are Environmental Marketing and Ecological Marketing Green, environmental and eco-marketing are part of the new marketing approaches which do not just refocus, adjust or enhance existing marketing thinking and practice, but seek to challenge those approaches and provide a substantially different perspective. In more detail green, environmental and eco-marketing belong to the group of approaches which seek to address the lack of fit between marketing as it is currently practiced and the ecological and social realities of the wider marketing environment.[2] The legal implications of marketing claims call for caution. Misleading or overstated claims can lead to regulatory or civil challenges. In the USA, the Federal Trade Commission provides some guidance on environmental marketing claims.[3] This Commission is expected to do an overall review of this...
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