...Case Study #2 Tom’s Coffee Cup Tom had always wanted to start his own business. He was talented in many areas and had great people skills. Tom has a BA in business and an MBA as well. He was having a hard time conforming to some of the norms in corporate America as he was an independent thinker. He made a good salary but worked long hours during the week and on weekends. He was married with two small children and a pet. He needed to support his family as his wife had decided to stay at home with the children. Tom searched around for business opportunities and franchises. He was not afraid to make the jump into being his own boss as he had confidence. Tom’s organization was offering buy-outs so he decided to take one at the age of 40 and use the money to begin a business. Tom was given a severance package of $50,000 to leave the organization. It did not take much time for Tom to find what he thought would be a great place to start a coffee house. Tom’s Coffee Cup was opened just down the street from the Ravens and Orioles stadiums in Baltimore, Maryland. Tom had a vision of offering a place for customers to come, relax and to make their daily routine more pleasant. Tom even posted his mission statement of “an atmosphere of quality for the quality people we serve.” Tom was running on adrenalin doing local interviews and promoting his business. He spent most of the money he had from a home equity line of credit and from the severance payout on renovations and purchasing...
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...HBR CASE STUDY Rose Partyware's largest retail customer has decided to create a private-label line of party goods-and wants Rose to manufacture it. Should Rose put its efforts behind its own brand instead? TOM ROSE hated to go to a meeting with ice cream on his pants. But Rose Partyware's after-school party-a monthly gesture of goodwill to the local community and, not incidentally, a field trial for products the company was developing- had confirmed his suspicions that one of the new ice-cream bowls was just too shallow. The five-year-old who had demonstrated that fact had been sitting right next to him. So here he was getting ready to listen to a major presentation, with paper towels in his hands. "Go ahead, Cassie," Tom said to his marketing director. "It'll dry or harden--or something. Thankfully, it's my last meeting of the day!" He could tell that Cassie Martin was excited about the presentation she was going to make to the top management team. Tom had personally recruited her about a year ago to spearhead the biggest strategic initiative in Rose's history: the launch of a branded line of party ware. In fact, it was the first time a company in the party goods industry had contemplated a branding effort, at least in the 30 years Rose had been in business. Party Lines Rose manufactured a wide variety of paper goods- plates, bowls, cups, napkins, tablecloths, favors, crepe-paper streamers, and so forth- for birthday and holiday parties and other social events. Tom's uncle...
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...Cases from Management Accounting Practice Volume 15 edited by Wayne Bremser Villanova University Jim Mackey California State University Sacramento The American Accounting Association (Management Accounting Section) Institute of Management Accountants (Committee on Academic Relations) Published by Institute of Management Accountants 10 Paragon Drive, Montvale, NJ 07645-1760 Claire Barth, editor and compositor Copyright © 2000 by Institute of Management Accountants. All rights reserved. IMA publication number 00355 ISBN 0-86641-291-3 Preface T he cases in this volume were presented at the Management Accounting Section of the American Accounting Association’s 2000 annual meeting in Mesa, Arizona. The cases describe the implementation and application of management accounting innovations to systems designed to support the maintenance and creation of value in the modern enterprise. Each of the cases presents an application of management accounting techniques to support change management. Starting with an excellent review of the strategic management of new product lines by Mercedes Benz, Tom Albright contributes an interesting and insightful picture of how target costs need to consider both current and strategic value issues. Mercedes’ use of a target cost index to integrate cost and strategic value is particularly interesting. The next three cases focus on the implementation and use of the balanced scorecard and performance measures to influence...
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...HBR CASE STUDY The Customers’ Revenge Atida Motors’ decades-old complaint policy may be no match for unhappy customers who threaten to take their case to YouTube. by Dan Ariely Daniel Vasconcellos J IM MCINTIRE, vice president of customer service at Atida Motor Company, was just about to shut down for the day when he received an e-mail from his brother. “Go to Hell, Angel!” the subject line shouted. The message linked to a YouTube video. In “A Letter for Bill Watkins, CEO, Angel Airlines,” two stolid executives – “Jeff” and “Jerry” – wearing identical pinstripe suits, took turns narrating the story of their airline nightmare. In one scene, the pair sat chained to their coach seats in a stuffy, tarmac-stranded plane. Sweating women and children in prison garb begged for water from surly flight attendants dressed as guards. In the next, the two men crawled on their knees before a leather-clad gate attendant, crowned with devil horns and holding a long whip. They begged her to finally assign them their “guaranteed” seats HBR’s cases, which are fictional, present common managerial dilemmas and offer concrete solutions from experts. hbr.org 1717 Ariely_REV_LAYOUT.indd 31 | December 2007 | Harvard Business Review 31 11/1/07 7:53:09 PM HBR CASE STUDY | The Customers’ Revenge on an overbooked plane. “Not a chance,” she replied huffily. She snapped her whip dismissively and shouted, “Next in line!” In the final sequence...
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...MANAGEMENT PRACTICE S.A.I.M. S.A.I.M. CASE-STUDY WORKBOOK Prepared by Dr Norris W Dalton. Copyright 2002 SAIM Management Practice 1 Copyright @ 2002 - South African Institute of Management All rights reserved. No part of this publication may be reproduced or transmitted in any form by any means, electronic or mechanical, including photocopy, recording, or any information storage and retrieval system, without permission in writing from SAIM. Copyright @ 2002 Copyright 2002 SAIM First Edition (2002) Management Practice 2 MANAGEMENT PRACTICE CASE-STUDY WORKBOOK CONTENTS Page 1. Introduction. 5 2. Management in Context. 7 3. Learning to be a manager. 9 4. Case-study analysis. 11 5. Problem-solving and decision-making. 14 6. Caselets: First-line and Middle-management (Tactical/operational levels). 21 7. Case-studies: Executive / Senior management (transitional / strategic level). 119 8. Case-studies: Management failures (Reference studies). 173 9. Lessons: 201 Business {Managerial) Failure. 10. References and Further Reading. Copyright 2002 SAIM 207 Management Practice 3 Copyright 2002 SAIM Management Practice 4 MANAGEMENT PRACTICE Management Principles are easy; Management Practice is difficult. 1. Introduction The Theory of Management (20%) is easy and can be learnt in a classroom setting, since it relates to knowledge acquisition and book-learning...
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...ENTERING THE ICE CREAM BUSINESS: A CASE STUDY OF KLEINPETER FARMS DAIRY John James Cater III, Nicholls State University Ken Chadwick, Nicholls State University CASE DESCRIPTION The primary subject matter of this case is strategic management for small business, specifically developing a new product and entering into a new competitive arena for an established small family business. Secondary issues examined include marketing strategy, human resource management, and operations management in the small family business. The case is appropriate for junior and senior level undergraduate courses. The case is designed to be taught in one class hour and is expected to require approximately three hours of outside preparation by students. The events described in this case are based on real world experiences. CASE SYNOPSIS Jeff Kleinpeter, fourth generation CEO of Kleinpeter Farms Dairy, has boldly led his family’s business into a new product/market area, specifically the production and distribution of ice cream. For nearly one hundred years, Kleinpeter Farms Dairy has served the south Louisiana area as the leading milk processor and distributor, but now the company has invested millions of dollars in a new, but related product. Jeff seeks to build on the loyalty and goodwill generated among consumers because of Kleinpeter’s excellent reputation for high quality milk products in the south Louisiana area. Kleinpeter appeals to local customers through cross-branding other Louisiana products...
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...measure.” These are not new business ideas, but there are a few new twists. Using measurements to support manufacturing operations has its roots back to the late 19th and early 20th centuries with ideas espoused by Frederick W. Taylor, the father of applying scientific methods to running business. His ideas for time and motion studies of operations were successfully used to scientifically manage production lines and warehouse operations. These ideas, however, led to exaggerated business processes that transitioned into “running a business by the stopwatch” with employers treating human employees as if they were highly reliable, predictable machines to be monitored and controlled. Over time, the workplace’s view of performance measurement became more humane and these exaggerated types of monitor and control methods fell out of favor, replaced by a focus on measuring a business’ performance rather than that of the individual. Throughout the last decade, companies have expended significant amounts of time and effort to re-engineer their supply chains through business process change and technology focused on implementing integrated Supply Chain Management (SCM) principles....
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... TRAINING SUPERVISOR: SUBMITTED BY: MR. SAUMYA GHOSH MANDEEP SINGH (Senior Marketing Manager) Batch: 2007-2010 Enrollment No.: 07511213132 Session: 2007-2010 RNIS COLLEGE OF MANAGEMENT DIRECTORATE OF DISTANCE EDUCATION GURU JAMBHESHWAR UNIVERSITY OF SCIENCE & TECHNOLOGY, HISAR-125001 PROJECT REPORT ON MARKETING STRATEGY OF TOMMY HILFIGER COMPLETED IN TOMMY HILFIGER LTD SUBMITTED IN PARTIAL FULFILLMENT OF THE REQUIREMENT OF BACHELOR OF BUSINESS ADMINISTRATION (BBA) GURU JAMBHESHWAR UNIVERSITY OF SCIENCE & TECHNOLOGY, HISAR TRAINING SUPERVISOR: SUBMITTED BY: MR. SAUMYA GHOSH MANDEEP SINGH (Senior Marketing Manager) Batch: 2007-2010 Enrollment No.: 07511213132 Session: 2007-2010 RNIS COLLEGE OF MANAGEMENT DIRECTORATE OF DISTANCE EDUCATION GURU JAMBHESHWAR UNIVERSITY OF SCIENCE & TECHNOLOGY, HISAR-125001 STUDENT DECLARATION I hereby declare that the Summer Training Report conducted at “Marketing Strategy Of Tommy Hilfiger” submitted in partial fulfillment of the requirement of bachelor of business administration (BBA) RNIS College of Management, Affiliated to: Directorate of Distance Education Guru Jambheshwar University Hisar. It is my original work and the same has not been submitted for the award of any other Degree/diploma / fellowship or other similar titles or prizes. MANDEEP SINGH ...
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...FOSSIL , INC.: EVOLUTION OF THE BRANDED FASHION WATCH On an April morning, 1993, Tom Kartsotis woke up worth over $42 million on paper and owner of a considerably stronger company. The previous day’s initial public offering of 2.4 million shares had returned $18.7 million to Fossil. Starting from modest beginnings, Fossil had emerged as a major competitor in the highly-competitive branded fashion watch industry. Tom’s months of hard work had resulted in a successful initial public stock offering (IPO). He faced the welcome challenge of making effective use of these new funds. FOSSIL’S CREATION AND GROWTH After he dropped out of Texas A&M, Tom set up business outside Texas Stadium in suburban Dallas. He worked as a ticket-broker, or as some would say, scalper, and sold enough hard-to-get tickets to sporting events and concerts to build his savings to over $200,000. In 1984, at the age of 24 and not looking forward to a future as a ticket scalper, he sold out to his partner and began a search for new opportunities. Tom’s older brother, Kosta, 31 at the time, was a merchandise executive at a large Dallas department store chain, Sanger Harris. Kosta had noted the recent success of Swatch fashion watches and was aware that watches and other goods could be imported from the Far East at very low cost. On a visit to Hong Kong, Tom studied a number of potential products for import including toys and stuffed animals before following Kosta’s advice and returned to the...
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...of questions on the final exam. Please use them a study aid to prepare for the final exam. 1. In a civil lawsuit against Ellen, Fred obtains an injunction, which is: a. a remedy at law. b. an equitable remedy. c. not possible under our U.S. system of jurisprudence. d. none of the above. 2. Our society has laws for which of the following reasons: a. to provide stability and predictability in personal and business affairs. b. to provide society with guidance as to what acts are considered legally http://www.mangahere.co/manga/fairy_tail/v38/c384/right and legally wrong. c. to provide penalties and sanctions for wrongful acts. d. all of the above. 3. Common law rules develop from: a. statutes enacted by Congress and the state legislatures. b. the principles behind the decisions in hypothetical disputes. c. the principles behind judicial decisions in actual legal disputes. d. propositions voted on by state residents and enacted into law. 4. What is the doctrine under which judges are obligated to follow the precedents established in prior decisions? a. stare decisis. b. res ipsa loquitur. c. commom law d. post hoc. 5. In a particular case, if a court decides that an established rule of precedent is incorrect or inapplicable, the court: a. must refuse to decide the particular case. b. must apply the precedent. c. may...
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... Contents Foreword Preliminary steps before listing for sale Prepare practice profile for potential buyers Prepare a Deed of Confidentiality and Non-Disclosure Determine the selling price for your practice Listing the sale of your practice Timing Advertising Respond to enquiries Documenting the negotiated sale Heads of Agreement Contract issues Formal contract process Handover Introduction to clients Familiarisation with office procedures and systems Employee records Notifications to relevant/interested parties Appendix 1: Sample questions for a ‘seller’ to ask of prospective buyer(s) Appendix 2: To sell a parcel of fees under vendor terms (no initial outlay of capital) Value of the parcel Method of payment Advantages Disadvantages Appendix 3: To sell equity in the firm to an employee/admit an employee as a partner Objective Background Firm valuation model Leveraging the firm’s equity via debt financing Vendor financing Appendix 4: Options to access the CGT small business concessions The 15-Year Exemption The 50% Active Asset Reduction The Retirement Exemption The Rollover Concession Method Statement 2 3 3 4 5 7 7 7 7 8 8 8 9 10 10 10 10 10 11 12 12 12 12 12 13 13 13 13 13 14 15 15 16 16 16 16 1 Foreword The purpose of this checklist is to outline how a principal in public practice can effect an orderly sale of their accountancy practice or parcel of fees. In practical terms you can either: a) list your practice for sale with a specialised business broker who may charge...
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... Strategy and the Master Budget Cases 10-1 Emerson Electric Company © Joseph San Miguel, reprinted with permission. 10-2 LetsGo Travel Trailers (Source: “LetsGo Travel Trailers: A Case for Incorporating the New Model of the Organization into the Teaching of Budgeting,” by Sally Wright, Cases from Management Accounting Practice, Vol. 14, Montvale, NJ: Institute of Management Accountants, 1998). Note that part 2 of this case requires the use of Excel. 10-3 Building Processes for a Solid Foundation: The Case of Community Health Initiatives (Source: Sandra Richtermeyer, Strategic Finance, August 2007, pp. 52-57. Note: this case was the case used as the 2008 IMA Student Case Competition. The Student Case Competition is sponsored annually by the IMA to provide an opportunity for students to interpret, analyze, evaluate, synthesize, and communicate a solution to a management accounting problem.) 10-4 Academic Advising at Bay State (Source: Janice E. Bell and Shahid L. Ansari, Strategic Finance, September 2008, pp. 44-51. Note: this case was the case used as the 2009 IMA Student Case Competition. The Student Case Competition is sponsored annually by the IMA to provide an opportunity for students to interpret, analyze, evaluate, synthesize, and communicate a solution to a management accounting problem.) Readings 10-1: “How to Set Up a Budgeting and Planning System” by Robert N. West and Amy M. Snyder, Management Accounting (January 1997), pp. 18-20,...
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...Green computing 1 Green computing Green computing, green IT or ICT Sustainability, refers to environmentally sustainable computing or IT. In the article Harnessing Green IT: Principles and Practices, San Murugesan defines the field of green computing as "the study and practice of designing, manufacturing, using, and disposing of computers, servers, and associated subsystems—such as monitors, printers, storage devices, and networking and communications systems — efficiently and effectively with minimal or no impact on the environment."[1] The goals of green computing are similar to green chemistry; reduce the use of hazardous materials, maximize energy efficiency during the product's lifetime, and promote the recyclability or biodegradability of defunct products and factory waste. Many corporate IT department have Green Computing initiatives to reduce the environmental impacts of their IT operations.[2] Research continues into key areas such as making the use of computers as energy-efficient as possible, and designing algorithms and systems for efficiency-related computer technologies. Origins In 1992, the U.S. Environmental Protection Agency launched Energy Star, a voluntary labeling program that is designed to promote and recognize energy-efficiency in monitors, climate control equipment, and other technologies. This resulted in the widespread adoption of sleep mode among consumer electronics. Concurrently, the Swedish organization TCO Development launched the TCO...
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...Executive Summary Mr. Tom Ho is a married man with a spouse and 2 children. He owns 2 business holding companies. The purpose of this proposal is to outline Mr. Tom Ho's financial status and standing in order to create a financial plan capable of achieving Mr. Tom Ho's life and financial goals. This proposal will address the action plans from several key and fundamental financial aspects, namely, insurance and risk management, savings and investments, education planning, retirement and estate planning and also, tax planning. The action plans and recommendations shall act as a guide in assisting Mr. Tom Ho to achieve sufficient financial protection, lower tax burdens, increased investment (passive) income, good retirement planning and also proper estate planning. The financial plan outlines all the financial planning and strategies that are designed and developed to: • Help to set aside an emergency fund preparing the client for unfortunate events and mishaps. • Provide client with budgeting plan and cash flows planning to support client and family's current lifestyle. • Help client in accumulating sufficient retirement funds to support him and his spouse's retirement lifestyle and needs. • Establish a profitable investment portfolio with balanced assets allocation according to client's risk profile and prospect analysis report. • Assist client in reducing client's tax burden by utilizing tax reliefs and other tax savings methods and strategies...
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...Fundamentals of Cost Accounting 3e William N. Lanen University of Michigan Shannon W. Anderson Rice University Michael W. Maher University of California at Davis FUNDAMENTALS OF COST ACCOUNTING Published by McGraw-Hill/Irwin, a business unit of The 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:...
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