...Crime Analyst Research Paper For my research paper I obtained, gathered, and received information from John Lawson, a current crime analyst for the Oregon State Police Department (OSPD). In my gathering of information through continuous personal contact with Mr. Lawson via email, I was able to obtain an understanding of what it means to be an analyst, what it takes, how one is used, and how he functions within his specific organization. I was also able to obtain insight into his organization and into his day-to-day operations. As a result, I was also able to get a look into how his organization uses an analyst specific skill set to assist and support the needs of the organization and a look into how vital they are to their departments...
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...An overview of strategic alliances Dean Elmuti Lumpkin College of Business and Applied Sciences, Eastern Illinois University, Charleston, Illinois, USA Yunus Kathawala Lumpkin College of Business and Applied Sciences, Eastern Illinois University, Charleston, Illinois, USA Keywords Strategic alliances, Competitive advantage, Success Introduction Nike, the largest producer of athletic footwear in the world, does not manufacture a single shoe. Gallo, the largest wine company on earth, does not grow a single grape. Boeing, the pre-eminent aircraft manufacturer, makes little more than cockpits and wing bits (Quinn, 1995, p. 1). Abstract Strategic alliances can be effective ways to diffuse new technologies rapidly, to enter a new market, to bypass governmental restrictions expeditiously, and to learn quickly from the leading firms in a given field. However, strategic alliances are not simple or easy to create, develop, and support. Strategic alliances projects often fail because of tactical errors made by management. By using a well managed strategic alliances agreement, companies can gain in markets that would otherwise be uneconomical. Considerable time and energy must be put forth by all involved in order to create a successful alliance. It is essential that corporations enter into strategic alliances arrangements with a comprehensive plan outlining detailed expectations, requirements, and expected benefits. ``How can this be?'' you ask. These companies, like...
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...An overview of strategic alliances Dean Elmuti Lumpkin College of Business and Applied Sciences, Eastern Illinois University, Charleston, Illinois, USA Yunus Kathawala Lumpkin College of Business and Applied Sciences, Eastern Illinois University, Charleston, Illinois, USA Keywords Strategic alliances, Competitive advantage, Success Introduction Nike, the largest producer of athletic footwear in the world, does not manufacture a single shoe. Gallo, the largest wine company on earth, does not grow a single grape. Boeing, the pre-eminent aircraft manufacturer, makes little more than cockpits and wing bits (Quinn, 1995, p. 1). Abstract Strategic alliances can be effective ways to diffuse new technologies rapidly, to enter a new market, to bypass governmental restrictions expeditiously, and to learn quickly from the leading firms in a given field. However, strategic alliances are not simple or easy to create, develop, and support. Strategic alliances projects often fail because of tactical errors made by management. By using a well managed strategic alliances agreement, companies can gain in markets that would otherwise be uneconomical. Considerable time and energy must be put forth by all involved in order to create a successful alliance. It is essential that corporations enter into strategic alliances arrangements with a comprehensive plan outlining detailed expectations, requirements, and expected benefits. ``How can this be?'' you ask. These companies, like...
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...Harvard Business School 9-291-025 January 15, 1991 The Redhook Ale Brewery Paul Shipman, president and co-founder of the Redhook Ale Brewery, raised his beer mug in a toast with Redhook's treasurer and financial officer, David Mickelson. Sales at the Seattle-based microbrewer had increased at an average rate of 53% per year since 1984, and September 1990 had been another record month. After eight years of operations, Redhook's ales and porters had captured 50% of the increasingly competitive microbrewery market in the Pacific Northwest. Demand was projected to exceed, in two years, the 40,000-barrel annual production capacity of the company's single brewery. As a result, current plans called for the construction of a similar-sized brewery in the Bay Area of northern California. There were also plans to introduce a lager brand which would require the construction of a third, larger brewery in the Puget Sound region of western Washington. Expansion on this scale would require significant outside financing. Shipman and Mickelson were seeking a $5 million equity infusion from a well- established European brewery with an interest in entering the North American market. In addition to the new equity, $6.5 million of new bank financing would be required for the planned expansion. Mickelson's next challenge would be to negotiate an acceptable credit arrangement with Redhook's bank to provide the required debt financing. The Re-emergence of Microbreweries Though...
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...Nicholas Barton 00343164 Accounting 2600 Case Study: The Enron Collapse “Why was it that Enron, a financial services company, in effect, could not release a balance sheet with their earnings statement?” -Jim Chanos, President Kynikos Associates. In the film “Enron: The Smartest Guys in The Room,” analyst Jim Chanos asks why, the 7th largest company in the world at the time, could not supply investors with basic financial statements. These statements as we learn in accounting are the fundamental tools through which we communicate a corporation’s financial position. So why was it that a corporation valued as much as $70 Billion at one time would have ever achieved such success without performing basic accounting functions? The CEO, Jeff Skilling’s caustic reply to the question foreshadowed the collapse of a company that had been built on lies and deceit. While the Enron scandal is one of the best known in the history of international business, the reasons for the collapse were built into the company from its very roots. I will begin with an overview of the company and the ensuing scandal, as well as touching on many of the events that led up to the collapse of the company. I will also touch on events that contributed to the company’s inflated stock prices and their unethical and often desperate business practices that undermined the foundation of their business. The aforementioned film, Enron: The Smartest Guys in The Room was an excellent resource as it was primarily historical...
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...microbrewery but grew continually and reached national status by the end of 1996. Shipman, one of Redhook's founders, had guided the company from a small player in one city to a leading position as a national competitor and aimed at dominating the craft beer segment of the domestic beer industry. The company's three small-batch breweries. two in the Pacific Northwest and one in the Northeast, had a combined design capacity of 575.000 barrels (each containing 31 gallons) per year of Redhook branded beer to tap a growing market for craft beer. However, growth in the craft beer market attracted attention, and competition grew from other microbreweries, brewpubs, regional specialty brewers, and from large mass-market brewers. With increased competition, 1996 saw the beginning of a downturn with a reduction in sal•• ~and profitability. P I Ccmpany History Redhook was started in 1981 by Paul Shipman, with additional investment and assistance from Jerry Jones and Gordon Bowker. Shipman, 45, with an undergraduate degree in English from Bucknell and an MBA from the University of Virginia, had worked as a marketing analyst for Chateau Ste. Michelle winery prior to starting up Redhook. Earlier, he had spent a year in Europe where he was introduced to high quality beer. Jerry Jones...
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...Critical Issues in Policing College of Criminal Justice and Security CJA/214 Version 3Introduction to Police Theory and Abstract There are several critical issues in policing. The main critical issues of policing are: use of deadly force, police deviance, police prejudice and discrimination, violence, substance abuse, and police brutality as well as other police misconduct. Not only do law enforcement agencies have to deal with critical issues within their agencies, they also have to deal with critical issues that pertain to the public. Keywords: deadly force, police deviance, police prejudice and discrimination, violence, substance abuse, and police brutality Critical Issues in Policing Officers put their lives at risk every day. When they put on their uniforms and go out into the field they are faced with danger and they have to be prepared to handle the situations they come face to face with. “When you are in a position to protect the people and the community your job generally will come with a large amount of risks” (www.termpaperhouse.com). Dangers There are many dangers associated with policing. The policing agencies deal with several different people on a daily basis, some of which cause a lot of problems for them. The main dangers that police officers face is getting shot. Police officers are exposed to the danger of getting shot while they are patrolling, making traffic stops, making arrests, during vehicle pursuits, and while responding to calls. Another danger...
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... Journal of Accounting and Economics 39 (2005) 509–533 www.elsevier.com/locate/jae To blame or not to blame: Analysts’ reactions to external explanations for poor financial performance$ Jan Barton, Molly Mercerà Goizueta Business School, Emory University, Atlanta, GA 30322, USA Received 3 March 2003; received in revised form 17 March 2005; accepted 4 April 2005 Abstract Managers often provide self-serving disclosures that blame poor financial performance on temporary external factors. Results of an experiment conducted with 124 financial analysts suggest that when analysts perceive such disclosures as plausible, they provide higher earnings forecasts and stock valuations than if the explanation had not been provided. However, we also show that these disclosures can backfire if analysts find them implausible. Specifically, implausible explanations that blame poor performance on temporary external factors lead We appreciate the helpful comments of Holly Ashbaugh, Charlie Bailey, Sudipta Basu, Robert Bloomfield (the referee), Jennifer Joe, Jay Koehler, Mark Kohlbeck, Lisa Koonce, Bob Lipe, Stan Markov, Ella Mae Matsumura, Brian Mayhew, Jeff Miller, Pam Murphy, Lisa Sedor, Siew Hong Teoh, Kristy Towry, Terry Warfield, Greg Waymire, Jerry Zimmerman (the editor), and seminar participants at University of Georgia, Harvard University, University of Notre Dame, Ohio State University, Rice University, University of Wisconsin—Madison, the 2003 AAA Financial Accounting and Reporting Section...
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...WAL-MART SUPERCENTERS1 Veronika Papyrina wrote this case under the supervision of Professor Kenneth G. Hardy solely to provide material for class discussion. The authors do not intend to illustrate either effective or ineffective handling of a managerial situation. The authors may have disguised certain names and other identifying information to protect confidentiality. Ivey Management Services prohibits any form of reproduction, storage or transmittal without its written permission. Reproduction of this material is not covered under authorization by any reproduction rights organization. To order copies or request permission to reproduce materials, contact Ivey Publishing, Ivey Management Services, c/o Richard Ivey School of Business, The University of Western Ontario, London, Ontario, Canada, N6A 3K7; phone (519) 661-3208; fax (519) 661-3882; e-mail cases@ivey.uwo.ca. Copyright © 2007, Ivey Management Services Version: (A) 2009-05-15 In early February of 2007, Loblaw Companies Limited (Loblaw), the market share leader among Canadian supermarket operators, announced that it would write down its earnings by about $900 million. This revaluation was related to the company’s decision to close 19 of its Provigo grocery stores in Quebec in 2007. Retail analysts suggested that poor operations at Provigo stores as well as stiff competition from Metro Inc. and Sobeys had negatively affected Loblaw’s performance. These analysts also speculated that Loblaw’s executives had diverted...
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...from The New Yorker January 8, 2007 DEPT. OF PUBLIC POLICY The Formula Enron, intelligence, and the perils of too much information. by Malcolm Gladwell 1. On the afternoon of October 23, 2006, Jeffrey Skilling sat at a table at the front of a federal courtroom in Houston, Texas. He was wearing a navy-blue suit and a tie. He was fifty-two years old, but looked older. Huddled around him were eight lawyers from his defense team. Outside, television-satellite trucks were parked up and down the block. "We are here this afternoon," Judge Simeon Lake began, "for sentencing in United States of America versus Jeffrey K. Skilling, Criminal No. H-04-25." He addressed the defendant directly: "Mr. Skilling, you may now make a statement and present any information in mitigation." Skilling stood up. Enron, the company he had built into an energy-trading leviathan, had collapsed into bankruptcy almost exactly five years before. In May, he had been convicted by a jury of fraud. Under a settlement agreement, almost everything he owned had been turned over to a fund to compensate former shareholders. He spoke haltingly, stopping in mid-sentence. "In terms of remorse, Your Honor, I can't imagine more remorse," he said. He had "friends who have died, good men." He was innocent—"innocent of every one of these charges." He spoke for two or three minutes and sat down. Judge Lake called on Anne Beliveaux, who worked as the senior administrative ...
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...chak de phattey The Call for Participation for Wikimania 2009 has been released. Submit your presentations before April 15. [Hide] [Help us with translations!] Enron scandal From Wikipedia, the free encyclopedia Jump to: navigation, search Enron Corporation Type Defunct / Asset-less Shell Founded Omaha, Nebraska, 1985 Headquarters Houston, Texas, United States Key people Kenneth Lay, Founder, former Chairman and CEO Jeffrey Skilling, former President, CEO and COO Andrew Fastow, former CFO Rebecca Mark-Jusbasche, former Vice Chairman, Chairman and CEO of Enron International Stephen F. Cooper, Interim CEO and CRO John J. Ray, III, Chairman Industry formerly Energy Revenue $101 billion (in 2000) Employees approx. 22,000 in 2000 approx. 4 as of 2008. Website http://www.enron.com/ The Enron scandal was a financial scandal involving Enron Corporation (former NYSE ticker symbol: ENE) and its accounting firm Arthur Andersen, that was revealed in late 2001. After a series of revelations involving irregular accounting procedures conducted throughout the 1990s, Enron was on the verge of bankruptcy by November 2001. A white knight rescue attempt by a similar, smaller energy company, Dynegy, was not viable. Enron filed for bankruptcy on December 2, 2001. As the scandal was revealed, Enron shares dropped from over US$90.00 to less than 50¢. Enron's plunge occurred after revelations that much of its profits and revenue were the result of deals with special...
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..."State and Local Governments" Terence Bolt State & Local Government August 26, 2011 State and Local Governments The differences in culture of the early Americans played a significant role in shaping state government. It affected the level and type of role that its citizens participated in politics, the reach of the government governed its people and the direction of its public policy. The three aspects of the influence of culture on politics were determined by its newly formed citizenry. As the United States was being formed, immigrants from Europe and other countries with similar perspectives grouped together to form different political subcultures. Daniel Elazar, a distinguished political scientist at Temple University, has been one of the leaders in this school of thought. Elazar (1994) argues that, "... the nation has one general political culture, but that within it are three important subcultures, which he describes as individualistic, moralistic, and traditionalistic." (pg 28) The Individualistic subculture relies on the marketplace. Government's role is limited and was instituted to accomplish the demands of the people. Elazar (1994) says that, "government need not have any direct concern with questions of "the good society"; except to further economic prosperity of the market place. In other words, government should primarily be limited to, "...areas in the economic realm, that encourage private initiative...
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...ELECTIONS, ELECTORAL REFORMS AND POST- ELECTION VIOLENCE: PROBLEMS AND WAY FORWARD BY IRABOR PETER ODION DEPARTMENT OF SOCIAL STUDIES COLLEGE OF EDUCATION, IGUEBEN, EDO STATE 07037830536. p24real2000@yahoo.com ABSTRACT In the contemporary world of today, elections have become the most accepted means of changing the government. Although history has shown that it is usually difficult to hold elections that are free and fair. But the importance of a good electoral act cannot be underestimated especially in a developing country like Nigeria where elections were reported to be marred by irregularities by foreign and local observers. It is on this basis that this paper critically observed, even with the electoral reforms carried out, the reasons why there were violence after the 2011 general election and recommended that adopting the basic part of the reforms, devolvement of power at the centre are other plausible way forward to true and sustainable democratic system in Nigeria. INTRODUCTION The electoral system of any given country plays a fundamental role in sustaining and moulding the political behaviour of its citizens (Okolo,2000). The way and manner election is conducted in a country goes a long way to determine the level of poltical culture, political participation and good governance in...
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...CASES CASE 9 casual fashion. Analysts had long worried that LOFT stores would cannibalize sales “as traditional Ann Taylor shoppers sought more relaxed, lower-priced merchandise, particularly during the recession.” Ann Taylor would be 59 years old in 2013 and needed to make sure it wouldn’t become a victim of a midlife crisis.3 Kay Krill, ANN’s CEO, had been reflecting on these issues for some time. Krill had been appointed president of Ann Taylor Stores Corporation (ANN) in late 2004, and she succeeded to president/CEO in late 2005 when J. Patrick Spainhour retired after eight years as CEO. Even back then, there was concern among commentators and customers that the Ann Taylor look was getting “stodgy,” and the question was how to “reestablish Ann Taylor as the preeminent brand for beautiful, elegant, and sophisticated occasion dressing.”4 Krill’s challenge was based on the ANN legacy as a women’s specialty clothing retailer. Since 1954, Ann Taylor had been the wardrobe source for busy, socially upscale women, and the classic basic black dress and woman’s power suit with pearls were Ann Taylor staples. The Ann Taylor client base consisted of fashion-conscious women from age 25 to 55. The overall Ann Taylor concept was designed to appeal to professional women who had limited time to shop and who were attracted to Ann Taylor stores by their total wardrobing strategy, personalized client service, efficient store layouts, and continual flow of new merchandise. ANN had two branded...
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...rP os t 4261 MARCH 4, 2011 JAMES L. HESKETT PATRICIA GIRARDI op yo Calveta Dining Services, Inc.: A Recipe for Growth? tC On a June day in 2009, Frank Calveta, president and chief executive officer of Calveta Dining Services, Inc., struggled as he prepared to present growth strategies to his father, founder and former CEO Antonio Calveta. Calveta was a $2 billion, privately held firm that managed food service operations for nearly 1,000 senior living facilities (SLFs) in the United States. When Antonio retired in 2007 after 35 years of leadership, he named his eldest son, Frank, CEO and told him to double the company’s revenues within five years. Two years in, Frank confided, “I can’t let my father down. I can’t abandon the special company culture we have or risk our reputation for quality food service. But after two years in this job I still don’t have a credible strategy for meeting those two promises and also growing the business as aggressively as my father wants.” Calveta Background No Calveta Dining Services was built on Antonio Calveta’s passion for food and traditional family values. Having immigrated from a poor village in southern Italy, Antonio, often working 16-hour days, grew into a shrewd, competitive restaurateur. Beginning in 1966 with a neighborhood restaurant in Brooklyn, New York that featured old family recipes, Antonio eventually started a second restaurant and then a third. Antonio recounted how his company had...
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