...Gujarat Technological University Syllabus for New MBA Program effective from Academic Year 2011-12 MBA I Semester I Accounting for Managers (AFM) 1. Course Objective: The objective of the course is to acquaint the students with the language of Accounting and to develop in them the ability to evaluate and use accounting data as an aid to decision making. The main purpose is to assist the students in developing skills in problem solving and decision making in the financial area. Emphasis is laid on analysis and utilization of financial and accounting data for planning and control. 2. Course Duration: The course duration is of 36 sessions of 75 minutes each i.e. 45 hours. 3. Course Contents: Module No: Module Content No. of Sessions 70 Marks (External Evaluation) 17 I II Fundamentals of Accounting Basic understanding of accounting, Accounting Concepts, Conceptual framework of financial statements, Accounting Policies, Journal Entries and preparation of accounts - Trial Balance to Balance sheet and profit and loss Account, Recognition of Income and Expenses, Provisions, Contingent Liabilities Accounting Standards and Applicability: Disclosure of Accounting Policies (AS-1), Valuation of Inventories (AS-2), Depreciation Accounting (AS-6), Income Recognition & Accrual Income (AS-9), Accounting of Fixed Assets (AS-10), Accounting for Intangible Assets (AS-26), Accounting for Investments (AS-13), 7 7 17 III IV V Preparing and Understanding Financial Statements...
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...Strategic Management External and Internal Assessments 1 External Strategic Assessment “It is not the strongest of the species that survive, nor the most intelligent, but the one most responsive to change.” – Charles Darwin “Nothing focuses the mind better than the constant sight of a competitor who wants to wipe you off the map.” – Wayne Calloway, Former CEO, PepsiCo 2 1 External Audit – Sources of Information •Internet •Libraries •Suppliers •Distributors •Salespersons •Customers •Competition 3 External Strategic Management Audit - The macro environment Scanning (PESTEL analyses, Scenarios) - Industry or Sector Analysis (5 forces, industry/product life cycle) - Competitors scanning (Strategic Group Map, CPM) - The Organization responses (EFEM) 4 2 Layers of the business environment 5 Key Aspects of PESTEL Analysis • Not just a list of influences • Need to understand key drivers of change • Drivers of change have differential impact on industries, markets, and organisations • Focus is on future impact of environmental factors • Combined effect of some of the factors likely to be most important 6 3 Macroenvironment – PESTEL (1) 7 Microenvironment – PEST(EL) Political Economic • Government stability (+) • Taxation policy (+) • Foreign trade regulations (+) • Social welfare policies (-) • Business cycles (-) • GNP trends (-) • Interest rates (--) • Inflation (+) • Unemployment...
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...Gujarat Technological University MBA Semester - IV Syllabus for MBA Programme effective from the Academic Year 2009-10 onwards The course curriculum and syllabus for MBA of Gujarat Technological University are devised considering the norms of AICTE/UGC. While preparing the syllabus, the syllabi of different national level universities/institutions have been taken into account. This syllabus has endeavoured to strike a balance between theory and practice and classic and contemporary concepts. The MBA programme of Gujarat Technological University (GTU) will be conducted on a semester basis with four semesters spread over two academic years. The duration of each semester will be around 15 weeks. In each semester there will be seven courses/subjects. In the first year all the 14 courses are compulsory. In the second year there will be three types of courses, namely, compulsory, electives and sectorial specialisation. The MBA programme will have four electives, namely, Marketing, Finance, Human Resource and Information Systems. A student can choose any one of the four electives. There will be five sectorial specialization areas, namely, Retail, Pharmaceutical and Healthcare, Rural and Cooperatives, Public Systems and Policy, and Banking and Insurance. A candidate has to opt for one of the sectorial areas. In each semester of the second year there will be three compulsory courses, three electives and one sectorial course, thus making a total of six compulsory courses, six elective...
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...FIN4801/101/0/2012 Advanced Financial Management FIN4801 YEAR COURSE Department of Finance, Risk Management and Banking Tutorial letter 101/0/2012 This tutorial letter contains important information about your module. Bar code CONTENTS 1 1.1 2 2.1 2.2 3 3.1 3.2 4 4.1 4.2 4.3 5 6 7 8 8.1 8.2 8.3 INTRODUCTION AND WELCOME ....................................................................................................... 3 Tutorial matter ................................................................................................................................... 3 PURPOSE OF AND OUTCOMES FOR THE MODULE ........................................................................ 4 Purpose ............................................................................................................................................. 4 Outcomes .......................................................................................................................................... 4 LECTURER AND CONTACT DETAILS ................................................................................................ 5 Lecturer ............................................................................................................................................. 5 Department ........................................................................................................................................ 5 MODULE RELATED RESOURCES ................................................
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...------------------------------------------------- The Resources of the Firm 1. It is important to distinguish between the resources and the capabilities of the firm: resources are the productive assets owned by the firm; capabilities are what the firm can do. individual resources do not confer competitive advantage; they must work together to create organizational capability. It is capability that is the essence of superior performance. 2. 3. Brand names and other trademarks are a form of reputational asset: their value is in the confidence they instill in customers 4. Different approaches can be used to estimate brand value (or “brand equity”). One method takes the price premium attributable to a brand, multiplies it by the brand’s annual sales volume, 5. The firm’s human resources comprise the expertise and effort offered by employees. Like intangible resources, human resources do not appear on the firm’s balance sheet – for the simple reason that the firm does not own its employees; 6. This appraisal occurs at the hiring stage when potential employees are evaluated in relation to the requirements of their job and as part of an ongoing appraisal process of which annual employee reviews form the centerpiece. The purposes of appraisal are to assess past performance for the purposes of compensation and promotion, set future performance goals and establish employee development plans. Trends in appraisal include greater emphasis on assessing results in relation...
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...The University of Southampton 2011/12 Faculty of Business and Law School of Management MSc. Dissertation The determinants for banks to securitise assets; the comparisons between UK securitising banks and non-securitising banks in general and between Northern Rock bank and Lloyds TSB bank in particular Huyen Thanh Do Student ID number: 25145517 Presented for MSc. International Banking and Financial Studies I declare that this dissertation is entirely my original work where material is obtained from published or unpublished works; this has been fully acknowledged by citation in the main text and inclusion in the reference list Word Count: 14,650 words ABSTRACT This thesis analyses the main reason why banks securitise their loans including bank liquidity, credit risk transfer, regulatory capital arbitrage and bank performance in a comparison between UK securitising bank and non-securitising banks during the period from 2000 to 2010, and analysing a case study of Northern Rock bank, a fifth biggest volume securitising bank in the UK from 2001 to 2007 (Goldsmith- Pinkham and Yorulmazer, 2010) with Lloyds TSB, a stable bank with less securitisation. First, this dissertation will contribute to major literature on the securitisation background and determinants of securitisation. Next, the data, methodology and four groups of variables contributing to bank‟s securitisation decisions, namely liquidity needs, credit risk transfer, regulatory capital arbitrage and efficiency...
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...QTIESTIONS MUSTBE ANSWERED MESTIDITAWAB SEMAASOALAN (30 SECTION A - 30 Multiple choicequestions marks) 1. The purpose of idea generationis to createa 1.,,1o ,-. of succeeding stages to t- .\ r c€ is that number. a. small number;reduce b. small number:increase of ideas. The purpose '@ /d. a.? reduce largenumber; increase largenumber; 2. v 3. earlierthis yearto addvarietyfor customers. Your firm added threenewproducts Two of themfailedto reach evenminimal sales.What couldpossibly be a $ cause? a. The products werepricedtoo high incorrectly b. The products wereadvertised Competitors fight backharder thanexpected Research too extensive. was The major purposeof test marketing is to provide management with the t4{ l!,-.,, I }".,. , i r1.u..l \rt information needed makea final decision to about \- ) r ,:i a. in whether compete themarket to whether launih thenewproduct to @ c. which marketto compete in d. how to compete themarket in This stagein the PLC is characterised rapid market acceptanca, by increasing sales in9_re4s!4-galgfits. is it? and, What a. new product development b. introduction d. growth maturity 1 4. w 5. Caterpillarcharges percent 40 percent 20 to more than competitors its heavy for construction equipment basedon superior product and servicequality. This is an example p I' i of i ''t,' t. a. Survival b. current profit maximization c. market shareleadership @ vroductquality leadership which of thefollowingpricingobjectives mostused a university? is by Partial costrecoverv...
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...Gujarat Technological University Syllabus for New MBA Program effective from Academic Year 2011-12 (Also applicable to 2nd Year Students of 2010-12 Batch MBA Program) COMPULSORY COURSES MBA-II Semester-IV Sub Name: - Comprehensive Project Report – Industry Defined Problem (CP-IDP) Sub Code: - 2830004 In addition to Major Specializations, there will be over sixty Sectorial / Industry Areas for Practical studies in which theoretical papers / books are not to be taught in regular classroom sessions, but the teachers and students are free to use any available books, publications and online material to understand and guide the students for various sectors. Ideally, a teacher should study and specialize in at least TWO Sectors, so four teachers can guide 60 students in a class. (Reference: Appendix 1: List of Sectorial Areas for Comprehensive Project study given in Sem III Syllabus). This report is similar to the Grand Project, which was the part of earlier syllabus. The Comprehensive Project Report is based on the research methodology and students have to prepare the research report by using appropriate scientific statistical research tools for preparation of the CP in consultation with the faculty guide. (Please also refer the Guidelines for CP in MBA Semester III, as the same Project Title continues in Semester IV). A student has to opt for any ONE of the Sectorial Areas and study it thoroughly. The students may undertake the CP based on the selection of an Industry Defined Problem...
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...Available online at www.sciencedirect.com International Journal of Project Management 30 (2012) 479 – 489 www.elsevier.com/locate/ijproman Analysing factors affecting delays in Indian construction projects Hemanta Doloi a,⁎, Anil Sawhney b , K.C. Iyer b , Sameer Rentala a b c c Faculty of Architecture, Building and Planning, The University of Melbourne, Victoria 3010, Australia Dept. of Civil Engineering, Indian Institute of Technology, Delhi, Hauz Khas, New Delhi 110016, India Construction Technology & Management, Dept. of Civil Engineering, Indian Institute of Technology, Delhi, Hauz Khas, New Delhi 110016, India Received 5 January 2011; received in revised form 12 October 2011; accepted 20 October 2011 Abstract Construction projects in India are experiencing widespread delays. Due to a dramatic shift in the capacity and volume of the Indian construction sector over the last decade, the need of a systematic analysis of the reasons of delays and developing a clear understanding among the industry professionals are highly crucial. Using a selected set of 45 attributes, this research first identified the key factors impacting delay in Indian construction industry and then established the relationship between the critical attributes for developing prediction models for assessing the impacts of these factors on delay. A questionnaire and personal interviews have formed the basis of this research. Factor analysis and regression modelling were used to examine the significance...
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...Industry Analysis 4.1 Porter's Five Forces A. Rivalry among Competing Firms - Weak Rivalry among competing firms is considerably low since NBS has maintained its position on being the largest and top bookstore and distributor of the country. Moreover, there are relatively fewer sellers that any one company's actions have little direct impact on rival's business. Products of rival competitors were also somehow different in approach as to which, say, Fully Booked and Goodwill Bookstore focus on book retailing rather than offering school supplies. Even if firms compete with same books and other materials, the pricing strategy of NBS is relatively lowest among rivalry. This has been one of the advantages of NBS throughout the decades past. Lastly, competition has already transcended on internet based systems by delivering online services which fast-paced technology-driven consumers demand. Almost all competing firms have already adapt this change and continually to develop further their online marketing, promotions and strategies. B. Threat of New Entrants - Moderate Threats of new entrants for NBS is moderate since factors of relative price of substitute, low product differentiation, big switching cost to buyers, easy access to distribution channels and high capital requirement is considered. Relatively, strong partnerships with publishers would be advantageous for potential entering firms. Moreover, it is easy to adapt NBS strategy on retailing by considering...
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...Samsung: Uneasy in the Lead By ERIC PFANNER and BRIAN X. CHEN December 23, 2013 Lee Kun-hee, the man who built the most successful, most admired and most feared business in Asia — a $288 billion behemoth that is among the most profitable in the world — had a message for his employees this year: You must do better. At other companies, congratulations might have been in order. His companies were headed to another extraordinary year. But this was Samsung, the South Korean industrial group that Mr. Lee, an elfin man with a stubborn will, transformed from a second-rate maker of household appliances into a conglomerate with a flagship electronics business that has left most rivals eating its silicon dust. There would be no pat on the back for Samsung’s 470,000 employees. Instead, in June, he sent a companywide email sternly urging them to raise their game. “As we move forward, we must resist complacency and thoughts of being good enough, as these will prevent us from becoming better,” Mr. Lee, who is 71, wrote. Samsung’s management, he said, “must start anew to reach loftier goals and ideals.” Two decades earlier, having taken over the company from his father, Mr. Lee met with dozens of his executives and gave them a similar order, one that remains embedded in company lore: “Change everything but your wife and children.” That message was effective. Samsung’s sales are equal to about one-quarter of South Korea’s economic output. Samsung Electronics, the flagship, posted $190...
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...Book Values, and Liquidation Values 7.3 Valuing Common Stocks 7.4 Simplifying the Dividend Discount Model 7.5 Growth Stocks and Income Stocks 7.6 There Are No Free Lunches on Bay Street 7.7 Market Anomalies and Behavioural Finance 7.8 Summary 8 Net Present Value and Other Investment Criteria 9 Using Discounted Cash Flow Analysis to Make Investment Decisions 10 Project Analysis Valuing Stocks LEARNING OBJECTIVES After studying this chapter, you should be able to: LO1 LO2 LO3 LO4 LO5 Interpret stock trading information found on financial Web sites. Calculate the present value of a stock given forecasts of future dividends and future stock price. Use stock valuation formulas to infer the expected rate of return on a common stock. Interpret price-earnings ratios. Explain what professionals mean when they say that “there are no free lunches on Bay Street.” bre0089X_ch07_219-261.indd 219 31/01/12 11:32 AM Third Pass At the Toronto Stock Exchange and many other stock exchanges, all of the stock trading is done electronically, using computers. © James Leynse/Corbis. A corporation can raise cash to fund its investments by borrowing or by selling new shares of common stock to investors. If it borrows, it has a fixed obligation to repay the lender. If it issues shares, there is no fixed obligation, but the new stockholders become partial owners of the firm. All existing and new stockholders share in its fortunes, in proportion to the number of shares held. In this...
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...Maria Giulia Nisii Katarzyna Rybak STRATEGIC MANAGEMENT PROJECT ON SAP AG TABLE OF CONTENTS 1. Executive Summary…………………..…………….……………. Pg 3 2. Description of the Company....……………………..…………….. Pg 5 3. Business Software Industry Analysis…………………………….. Pg 7 4. SAP Internal Analysis……..………………………….………….. Pg 11 5. SAP Competitive Strategy..……………………………………… Pg 15 6. SAP Vertical Integration…………………………………………. Pg 18 7. SAP International Strategy………….……………………………. Pg 20 8. SAP Non-Diversification and Sybase Acquisition……………...... Pg 23 9. SAP Strategic Alliances.………….………………………………. Pg 26 10. Conclusions and Recommendation…………………………........ Pg 28 11. References Section..………………..……………….………..….. Pg 30 1. Executive Summary We are two students of Carlos III University of Madrid and our report purposes were the ones of detecting the main lines of SAP strategy and finding out which were the key success factors for the company. SAP AG is a German multinational software corporation that makes enterprise programs to manage business operations and customer relations. It is one of the largest software companies in the world and is the market leader in enterprise resource planning applications (ERP programs). First of all, to start our research, we identified how the business software industry was looking like to understand the company’s surrounding environment. The industry of e-business is using Information Technology (IT) and the Internet to conduct business in order to operate...
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...FOREST PRODUCT CASE STUDY Question 1: Explain the importance of risk adjustment in the capital budgeting allocation process by answering the following questions. a. Explain why risk adjustments are important and how they can affect firm value. Risk adjustment is of importance since evaluation of a project would not be appropriate if the hurdle rate is only based on the company risk. In determining the cost of capital for the project, risk must be accounted on the process of allocating capital and resources. The lack of risk adjustment in considering the proportion amount of capital invested in each project would result in the misallocation of resources. By adjusting the firm’s overall hurdle rate, the company can review the divisional risk before taking capital allocation and investment decision. Without risk adjustment, the firm’s stock value would be affected for taking in and allocating large proportion of resource in project with high risk which may result in loss. Besides, when the firm rejects acceptable project with low risk or allocate small amount of capital in the project, it may lose its competitiveness over other firms. To conclude, the improper risk adjustment leads to misallocation of resources which will bring about lower firm value. b. Explain how the single hurdle rate currently used by Northern Forest Products can change the risk structure of the company. For example, think about what would happen if the Plastic Products Division received a disproportionately...
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...www.oliverwyman.com Phone: 0857123123 (01) 123123 Fax: (01) 123321 Oliver Wyman’s Consultancy Group Report to Eircom Group Plc Board of Directors February 2010 [pic] - Alia Shafiza (Head of Marketing) - Ausra Ivaskiene (Head of Human Resource) - Svetlana Klimentjeva (Head of Corporate Affairs) Content Page Introduction …………………………………………………………………..…………… 2 Executive Summary ………………………………………………………….……..…. 3 Part 1: Analysis of the Environment ………………………………………………… 4 1. The Environmental Forces ……………………………………………… 5 2. Key drivers of change ……………………………………………..……… 8 3. Future Orientation ……………………………………………………..…. 10 4. Industry analysis …………………………………………..………………. 12 5. Importance of Convergence in Telecoms Industry ……………. 16 6. Irish Telecom Industry Lifecycle ………………………………….…. 19 7. Strategic Alliances within Irish Telecom Market …………….… 23 Part 2: Analysis of Eircom’s Strategic Capabilities …………………...….…… 25 2.1 Resources and Competences …………………………………….……. 26 2.2 Eircom’s Cost efficiency …………………………………………….….. 30 2.3 Eircom’s Sustained Competitive Advantage …………………..… 31 2.4 Usage drivers: Innovation ………………………………………….….. 33 2.5 Importance of Knowledge Management ………………………..… 36 2.6 Benchmarking ………………………………………………………...……. 38 2.7 Advertising campaigns of Eircom ……………………………………. 39 2.8 Appraising Eircom’s Resources and...
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