...in the honor of the “LOVELY PROFESSIONAL UNIVERSITY”, I am very grateful for providing me an opportunity to work on the topic “To establish a retail store of furniture and furnishing” under my term paper . I am highly grateful to Mrs. Anju Saini, Lecturer LSB, for the trust she has shown in me by allowing me to do this work. Her constant review and suggestions throughout my work on term paper are highly commendable. I express my thanks to my friends, with whom I was able to complete my term paper project, their able guidance and direction are always promising that help me a lot in one way or the other. Javaid Ahmad Canara Bank India The Canara Bank of India is one of the renowned banks in the country. The bank provides excellent services and facilities to its customers. Personal Banking, Corporate Banking, NRI Banking and Priority & SME Credit are some of the important functions provided by the bank. PROFILE OF CANARA BANK Type Public (BSE: 532483, NSE: CANBK) Industry Financial Commercial banks Founded...
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...Unit Three Written Assignment Matthew Snyder MT435 Operations Management Kaplan University November 25, 2013 Introduction Hello Albatross Anchor and thank you for allowing us to come in to your place of business with the efforts to try and assist with your production process. KU Consulting will begin to determine what areas could use a revision in several different areas to make Albatross Anchor a profitable business. In order for us to assist you, we will make some recommendations of the business within your financial boundaries. We are here to assess and deliver a system that will be an all around bonus to your business in providing you with such details. We will begin review process with the administrative side and then lead into the cost of production. This will lead us into taking a closer look into several different areas with cost of raw materials sitting idle, cost of finished goods sitting idle, the production process to the start of the order to the finished product. We will also determine the areas of flexibility to fill orders, technology (machinery), capacity/facilities, and the most important process of all, how service to the customer is being provided. I hope that KU Consulting is able to give Albatross Anchor some great ideas that will make this a larger, competitive, and profitable business and look forward to assisting you with this process in getting you to that level. Question One Based on the information presented in the scenario/case study discuss...
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...Jessica Wang, Jana Levin, Jackie D’Aquila, David Sit CM 447 Coursework 2 26/04/13 I. OVERVIEW For decades, Avon has been an iconic brand for its unique business model, active service to the community, and success as a global name. However, since 2008, Avon’s profits have been falling significantly due to a failure to adapt to changes in the macroenvironment. For example, the recent growth of technology has influenced the way that consumers are buying beauty products. Direct selling has decreased in popularity due to increases channels of distribution, and more consumers turning to the Internet to make cosmetics purchases. Yet, Avon remains behind other major beauty companies like L’Oreal and Unilever in terms of online presence. The combination of these factors has reduced the demand for Avon products and decreased the amount of women, who are interested in selling them. In response to their falling sales, Avon has adapted a penetration strategy that involves brand extensions to men’s personal care, teen cosmetics, and natural skincare products. In addition, Avon has extended its distribution to outlets to mall kiosks and larger retail stores. This diversification in product selection and sales has left Avon with a lack of focus that has left employees spreading their efforts too thin and consumers questioning its brand identity. Lastly, Avon’s success in the 1960s and 1970s was mostly among stay-at-home suburban mums, and the lack of sustained advertising...
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...MNGT 2001 | GROUP CASE STUDY REPORT | 4/12/2015 4/12/2015 Executive Summary The purpose of this report is to analyse and evaluate the business strategy of Singapore Airlines. The report provides an informed review of Singapore Airlines’ executive management or organisational strategic analysis, decision making, implementation and evaluation of performance outcomes. Therefore, the report will cover many aspects such as strategic analysis, strategic directions and strategic objectives key-board business-level and international strategic, strategic implementation, as well as key strategic implementation issues and strategic evaluation. The strategic analysis takes place whereby analysing two general environments of Singapore Airlines. The first environment is the external environment which consists of PESTLE model, Porter’s Five Forces plus the government model, and the competitors of Singapore Airlines. The following is the internal environment which consists of Strategy Resources and Core Competency of Singapore Airlines. According to the results received from these two environmental analysis, Singapore Airlines has adopted an unusual dual-strategy. Vision, Mission, and stakeholder theory will be covered in the strategic direction setting. This part of the report will explain all sort of stakeholders and the importance of them to Singapore Airlines. Singapore Airlines adopted dual-strategy by competency of cost-effective service excellence, enshrined in a unique...
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...The media’s watching Vault! Here’s a sampling of our coverage. “For those hoping to climb the ladder of success, [Vault's] insights are priceless.” – Money magazine “The best place on the web to prepare for a job search.” – Fortune “[Vault guides] make for excellent starting points for job hunters and should be purchased by academic libraries for their career sections [and] university career centers.” – Library Journal “The granddaddy of worker sites.” – US News and World Report “A killer app.” – New York Times One of Forbes' 33 “Favorite Sites” – Forbes “To get the unvarnished scoop, check out Vault.” – Smart Money Magazine “Vault has a wealth of information about major employers and jobsearching strategies as well as comments from workers about their experiences at specific companies.” – The Washington Post “A key reference for those who want to know what it takes to get hired by a law firm and what to expect once they get there.” – New York Law Journal “Vault [provides] the skinny on working conditions at all kinds of companies from current and former employees.” – USA Today VAULT GUIDE TO RESUMES, COVER LETTERS & INTERVIEWS © 2003 Vault Inc. VAULT GUIDE TO RESUMES, COVER LETTERS & INTERVIEWS HOWARD LEIFMAN, PhD, MARCY LERNER AND THE STAFF OF VAULT © 2003 Vault Inc. Copyright © 2003 by Vault Inc. All rights reserved. All information in this book is subject to change without notice. Vault makes no claims as to the accuracy and reliability...
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...discussion brought to an end two years of research and examination of our basic businesses, and launched us on a new way of thinking about and managing those businesses.” Preston was excited about the new direction taking shape at Avon. The past several years had been difficult for the organization. Hostile takeover attempts plagued the firm during the 1980s. Avon sales volume in the United States and international markets showed little or no growth. Profit margins on many products declined due to price discounting by competitors. Turnover rates of sales representatives had increased. The corporate debt was referred to as “staggering” at $1.13 billion or 82.5% of total capital in 1988 (See Appendices A, B, and C). Preston was confident, however, that 1993 would be a year of improvement for the company, both in financial performance and in the progress made “repositioning ourselves as the woman’s company for the Nineties and beyond.” Avon’s research department informed management that corporate problems centered around image and market access. That shaped the agenda of the June, 1992, meeting in Florida: How to protect the firm’s dominant Latin American and Pacific Rim positions against increasingly stiff competition, how to establish a growth track in established markets, and how to pay for it all. Out of the discussions emerged a new vision of the firm, a new marketing orientation, and a new approach to strategic development. This case was prepared by James W. Camerius of Northern...
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...discussion brought to an end two years of research and examination of our basic businesses, and launched us on a new way of thinking about and managing those businesses.” Preston was excited about the new direction taking shape at Avon. The past several years had been difficult for the organization. Hostile takeover attempts plagued the firm during the 1980s. Avon sales volume in the United States and international markets showed little or no growth. Profit margins on many products declined due to price discounting by competitors. Turnover rates of sales representatives had increased. The corporate debt was referred to as “staggering” at $1.13 billion or 82.5% of total capital in 1988 (See Appendices A, B, and C). Preston was confident, however, that 1993 would be a year of improvement for the company, both in financial performance and in the progress made “repositioning ourselves as the woman’s company for the Nineties and beyond.” Avon’s research department informed management that corporate problems centered around image and market access. That shaped the agenda of the June, 1992, meeting in Florida: How to protect the firm’s dominant Latin American and Pacific Rim positions against increasingly stiff competition, how to establish a growth track in established markets, and how to pay for it all. Out of the discussions emerged a new vision of the firm, a new marketing orientation, and a new approach to strategic development. This case was prepared by James W. Camerius of Northern...
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...Marketing Plan Table of Contents Page 1.0Executive Summary3 2.0Situation Analysis3 2.1Overview3 2.2Current Market Situation4 2.3SWOT analysis5 2.3.1Strengths5 2.3.2Weaknesses6 2.3.3Opportunities7 2.3.4Threats7 2.3.5Keys to success8 3.0Objectives8 4.0Marketing Strategy9 4.1Overview9 4.2Mission9 4.3Target segment9 4.4Positioning10 4.5Communication Program10 5.0Action Program11 6.0Expenses Forecast12 7.0Implementation Controls13 1.0Executive Summary The consortium of Memphis community theatres including Germantown Community Theatre, Theatre Memphis, Playhouse on the Square, Circuit, TheatreWorks, Harrell, and Arlington Arts Group provide immeasurable value in increasing cultural quality of life in the community. By working together with a strategic marketing plan they can increase the audiences from 60% to 75% of capacity, while building strong support for the years to come. Memphis corporate leaders support the arts, including the community theatres, to ensure that Memphis is a place the best and the brightest will come to work and live. Young professionals are the audiences of today and the board members and supporters of tomorrow. We determined to target the young professionals with needs of networking in the artistic world in the greater Memphis area. Our intention is to direct a greater share of the Memphis professionals' entertainment dollars and time towards community theatre. To fit the needs and wants...
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...Fashion Anatomy 320 Rosemeade Drive Dallas, TX 75287 FashionAnatomy@gmail.com Phone: 972-684-7664 December 16, 2012 Main Contact: Michael Smith www.fashionanatomy.com Table of Contents * Executive Summary…………………………………………………………………… 3-4 * Company Description………………………….........................................5 * Industry Analysis………………………………………………………………………..6 * Industry Size, Growth Rate, and Sales Projections…………………6-7 * Industry Structure…………………………………………………………………..7 * Nature of Participants……………………………………………………………..7 * Key Success Factors………………………………………………………………….8-9 * Industry Trends…………………………………………………………………………10-12 * Market Analysis………………………………………………………………………………12-14 * Market Segmentation Target Market Selection……..…………………..15-16 * Buyer Behavior………………………………………………………………………….17 * Competitor Analysis…………………………………………………………………..18 * Estimate of Annual Sales and Market Share…………………………………18-19 * Marketing Plan………………………………………………………………………………….20 * Overall Marketing Strategy……………………………………………………………20-22 * Pricing Strategy……………………………………………………………………………..22-23 * Sales Process………………………………………………………………………………23-24 * Management Team and Company Structure……………………………….25 * Management Team………………………………………………………………….25 * Board of Directors……………………………………………………………………25-27 * Board of Advisors………………………………………………………………………28-29 * Other Professionals…………………………………………………………………30 ...
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...|IPO Valuation Procedure in Bangladesh | | | | | | | Internship Report IPO Valuation Procedure in Bangladesh Prepared for: Professor Shakil Huda Chairman IBA Career Center Institute of Business Administration University of Dhaka Supervised by: MsSyedaMahrufa Bashar Lecturer Institute of Business Administration University of Dhaka Prepared by: Asif Rezwan Roll: 64, MBA 44D and Management Trainee Officer, LankaBangla Investments Limited Institute of Business Administration University of Dhaka June 24, 2012 June 24, 2012 MS. Kanij Fahmida Assistant Professor Department of Accounting Faculty of Business Studies Bangladesh University of Business & Technology(BUBT) Dear Sir, Subject: Letter of Transmittal for Internship Report I, Ibna Shina Shibly, am submitting my internship report on “IPO Valuation Procedure in Bangladesh”. The internship period and the subsequent effort in writing this...
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...anniversary of the opening of Hong Kong Disneyland (HKD). Amid the hoopla and celebrations, media experts were reflecting on the high points and low points of HKD’s first year of operations, including several controversies that had generated some negative publicity. At a press conference and interview to discuss the first year of operations, Bill Ernest, HKD’s executive vice-president, acknowledged that the park had learnt a lot from its experiences and that the problems had made it stronger. Ernest also announced that HKD attendance for the year had been “well over” five million visitors. Still, this figure was short of the 5.6 million visitors that had earlier been projected by park officials. Ernest stated that the park was on sound financial footing but would not release the details.1 He also announced the appointment of two non-executive directors; Payson Cha Mou-sing, managing director of HKR International,...
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...1.0 Introduction 1.1 Origin of the Report The report has been prepared as a requirement for the completion of BBA Degree and course BUS 498, Project Work, SSM Sadrul Huda, course instructor, assigned to do an analysis report on “Promotional Activities of different private banks in Bangladesh”. For this purpose I, Mustafizur Rahman, ID – 2007-1-10-097 choose to prepare this report on Promotional Activities of 5 different private banks. The date of submission of the report is April 28, 2011. 1.2 Background Promotion is a form of corporate communication that uses various methods to reach a targeted audience with a certain message in order to achieve specific organizational objectives. Nearly all organizations, whether for-profit or not-for-profit, in all types of industries, must engage in some form of promotion. Such efforts may range from multinational firms spending large sums on securing high-profile celebrities to serve as corporate spokespersons to the owner of a one-person enterprise passing out business cards at a local businessperson’s meeting. Like most marketing decisions, an effective promotional strategy requires the marketer understand how promotion fits with other pieces of the marketing puzzle (e.g., product, distribution, pricing, target markets). Consequently, promotion decisions should be made with an appreciation for how it affects other areas of the company. 1.3 Objectives of the Study: Objectives of Marketing Promotions The most obvious objective...
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...In 1975, appeal giant Inditex set up the first Zara store in La Coruna, in Northwest Spain. By 2006, Zara had owned 723 stores which hold a selling area of 821,100 square meters around the world. With sales of 3.7 billion dollars in the business year 2005, Zara had developed into Spain’s the most famous fashion brand and the leading brand of Inditex (Kumar, 2006). Zara is one of the most outstanding apparel retail businesses in the world today. Although it is not the biggest, its marginal profits and rates of growth are leading the industry. The purpose of this essay is to analyze what sort of innovation Zara used on its way to success and make comparisons of competing products or processes with its competitors. By analyzing and comparing, it is obvious that the company's success depends on conducting a series of innovations at each one of the parts in the business: fashion-forward design, unique branding strategies, in-house production processes and centralized distribution system. Basically, this essay has been divided into four parts: the first part focus on describing how Zara makes its designs more innovative compare with other appeal retailers. Then, what sort of innovation used in their branding strategies will be discussed. Next, it will consider Zara’s innovation of production process and show an apparent difference of this process among Zara, H&M and the Gap. Finally, it will look at how Zara promotes innovation on their distribution process in to become more fast...
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...TABLE OF CONTENTS CHAPTER NUMBER | TITLE | PAGE NUMBER | 1 | Introduction | 1 - 7 | 2 | Theoretical background of study | 8 - 21 | 3 | Analysis and Interpretation | 22 - 77 | 4 | Findings and suggestion | 77 - 82 | 5 | Conclusion | 83 | | Bibliography | vi - vii | | Annexure | viii - xi | LIST OF TABLES TABLE NO. | TITLE | PAGE NUMBER | 3.1 | Age of the respondent | 22 | 3.2 | Gender of the respondents | 24 | 3.3 | Educational qualification of the respondents | 26 | 3.4 | Occupational status of the respondents | 28 | 3.5 | Awareness on the procedure for using ATM | 30 | 3.6 | Receipt of proper guidelines from bank | 32 | 3.6.1 | Mode of receipt of guidelines | 34 | 3.6.2 | Instructions followed by customers | 36 | 3.6.3 | Requirement for more guidelines | 38 | 3.7 | Usage of ATM in a remote/suspicious area | 40 | 3.8 | Usage of ATM besides unknown person | 42 | 3.9 | Closing the entry door while using ATM | 44 | 3.10 | Lending the card or pin to stranger’s | 46 | 3.11 | Leave the ATM before cancelling or completing the transaction | 48 | 3.12 | Mention the pin in the card | 50 | 3.13 | Usage of ATM device while they suspect ATM device has been tampered | 52 | 3.14 | Inform the bank immediately about lost card | 54 | 3.15 | Checking of bank accounts regularly | 56 | 3.16 | Inform the bank immediately on finding of any unauthorized ATM transaction | 58 | 3.17 | Usage of ATM device with any old equipment...
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...Volume 3 Number 1 2004 Accounts Manipulation: A Literature Review and Proposed Conceptual Framework by Hervé Stolowy, HEC School of Management (Groupe HEC), Department of Accounting and Management Control, 1, rue de la Libération, 78351 - Jouy en Josas Cedex, France and Gaétan Breton, Université du Québec à Montreal, Department of Accounting Sciences, P.O.B. 8888, Succursale Centre-Ville, Montréal (Québec), H3C 3P8 - Canada Abstract Accounts manipulation has been the subject of research, discussion and even controversy in several countries including the USA, Canada, the U.K., Australia, Finland and France. The objective of this paper is to provide a comprehensive review of the literature and propose a conceptual framework for accounts manipulation. This framework is based on the possibility of wealth transfer between the different stakeholders, and in practice, the target of the manipulation appears generally to be the earnings per share and the debt/equity ratio. The paper also describes the different actors involved and their potential gains and losses. We review the literature on the various techniques of accounts manipulation: earnings management, income smoothing, big bath accounting, creative accounting, and window-dressing. The various definitions of all these, the main motivations behind their application and the research methodologies used are all examined. This study reveals that all the above techniques have common elements, but there are also important differences...
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