...Case Questions 1. How has Aurora Textile performed over the past four years? Be prepared to provide financial ratios that present a clear picture of Aurora’s financial condition. From 1999 through 2002, the financial performance of Aurora was unattractive and disheartening. This could be attributed to the business risks that arose from the intense competition that characterizes the industry in which Aurora operates. Absent an industry benchmark or comparable with which to gauge the performance of Aurora, we utilized a trend analysis of the period 1999 through 2002. With 1999 as a reference point, we noticed that all measures of profitability have worsened. On a cumulative annual basis, net sales have been declining by 15%, while profit margins and ROA were always in the negative (see exhibit 1). While raw material cost as a percentage of net sales have been declining, the cost of conversion is escalating and affecting the bottom-line (see exhibit 1). It is obvious that Aurora needs to manage its expenses to generate profits from sales. While on the surface, the liquidity measures have improved (see exhibit 1), it is doubtful that the company has the ability to meet its current obligations with just cash and cash equivalents on hand. This is partially due to the fact that many of the firm’s current assets are predominantly account receivables and inventories. While it is true that the firm, its competitors, and the industry are continuing to lose money, an effective cost-control...
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...CASE 21: AURORA TEXTILE COMPANY Q1. How has Aurora Textile performed over the past four years? Be prepared to provide financial ratios that clear present a clear picture of Aurora’s financial condition? A- From 1999 – 2002, Aurora Textiles Company’s financial performance was unappealing and disheartening. Like many of its competitors, Aurora had been struggling financially. The company had not responded quickly to the deteriorating business environment, and had suffered consecutive losses for the past four years. Figure 1: Net Earnings of Aurora Textile Company (1999-2002) The graph above shows the net earnings of the company from 1999-2002. As we see, throughout the years, the net earnings have declined and resulted in a loss, especially in 2001. This could be attributed to the business risks that arose from the intense competition that characterized the industry in which Aurora operates. Moreover in January 2005, the US textile industry experienced intense competition when the WTO lifted the ban on quotas, which worsened Aurora’s financial condition and its credit rating of BB. The main reason for the decline in net earnings was due to the textile industry facing difficult circumstances. Figure 2: Financial ratios (1999-2002) The above table shows the financial ratios of the company from 1999-2000. Measures of probability have worsened during these years as ROA and ROE have been declining. Net sales have been steadily declining which led to management’s...
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...Case Study 4 Stephanie M. Clark Capella University Aurora Textile Company was established in the early 1900s as a yarn manufacturer. The company focused on four major customer segments, which were hosiery, knitted outerwear, woven and industrial and specialty products. Aurora Textile Company grew to become the leader in the textile-mill industry. In more recent years, changes in the market led to significant declines in financial performance for both Aurora and the U.S. textile industry over the last four years. The globalization of the textile market and the lure of cheaper production costs overseas led manufacturers to relocate to Asia. Also, the strength of the U.S. dollar made foreign produced textiles more affordable than domestically produced textiles. Additionally, the World Trade Organization (WTO) banned its members from using quotas, which further opened the market for competition. The negative financial impact of these changes in the textile industry required Aurora’s leadership to analyze the competitive strategy of the organization and to make recommendations to improve its financial performance. Aurora’s leadership identified the purchase of a new, ring-spinning machine, the Zinser 351, as one solution to improve its current financial performance and competitive position (Bruner et al., 2014). This purpose of this paper is to make a recommendation either to upgrade or to not upgrade the ring-spinning machine. First, this paper will analyze the impact of keeping...
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...Q.1 The Textile-Mill Industry is a term associated with industries that are primarily concerned with the design and manufacturing of clothing as well as the distribution and use of textiles. The industry can be split up into three stages: Cotton stage, industrial revolution, and post industrial revolution. In the early parts of the Textile-Mill Industry, known as the cotton stage, products were produced at home using wool, cotton, or flax depending on the area and location. The excess material was sold to merchants called clothiers who would visit the villages and buy large amounts of excess cloth from local producers. The process for making cloth involved three steps which included preparation of fibers for spinning, spinning, and weaving or knitting. In the early days everything was very labor intensive and the market was limited to local towns and passing clothiers. The second stage of the Textile-Mill Industry is known as the industrial revolution stage. During this period mass production of clothing became a mainstream industry which resulted in a growth of the entire Textile-Mill Industry. The spinning and weaving process became mechanized with several new machines introduced to the industry with the majority of the power coming from water wheels. Additionally, the industries market began to expand as exports of textiles began to rise. Presently the Textile-Mill Industry is situated at the third stage known as the post industrial revolution stage. In...
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...Gina Garza Sustainable Fashion Sustainable fashion also known as ‘Green,’ has been successfully promoted in the past years to become the new black. This is a new trend that will hopefully prevail not only for a season but also for years. If people keep supporting it, it could possibly prevail forever. As technology has developed the planet Earth has been deteriorating slowly. This new concept supports and promotes the idea for people to be environmentally conscious. The idea is to care for the place where we humans live. Green is now everywhere. When you go to the market to buy groceries you can find that there is sustainable packaging that will integrate to the planet after its use. Now people take their own cloth bags to carry the products that they purchase so they don’t use plastic bags. This has become a fashion as well. To be more environmental friendly, why not use sustainable clothes? Clothes are one of the major necessities that a human may have. People can look fashionable, in style, and support the planet at the same time. The nonprofit Sustainable Technology Education Project (STEP) defines eco-fashions as clothes “that take into account the environment, the health of consumers and the working conditions of people in the fashion industry” (West). Sustainable fashion is designed to be completely environmental friendly. This whole movement complements a larger trend of "ethical fashion," and according to the May 2007 Vogue appears not to be a short-term trend but...
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...MQM 385 Summer 2008 Under Armour Strategic Analysis Team 2: Paul Huston. Ryan Marchand. Eric Webster. Rachel Eberle. Irén Ganèva. Lamar Wooley. Margaret Kobel. Table of Contents Executive Summary ___________________________________________________________2 External Analysis _____________________________________________________________3 Value Chain…………..…………………………………………………………………….3 Key Success Factors ……………………………………………………………………...7 Porter’s 5 Forces ……………...……………………………………………...…………..9 External Analysis Conclusion …………………………………………………………...12 Opportunities in the environment …………………………………………….....12 Threats from the environment …………………………………………………...14 Internal Analysis_____________________________________________________________16 Financials & Cash Flow Analysis ………………………………………………………16 Cash Position ……………………………………………………………………16 Financial Indicators ……………………………………………………………..16 Cash Flow ……………………………………………………………………….16 Internal Analysis Conclusions …………………………………………………….…….17 Strengths ………………………………………………………………………...17 Weaknesses ……………………………………………………………………..17 Competitive Strategies ________________________________________________________19 Current Corporate Strategy ….………………………………………………………..19 Integration position ……………………………………………………………...20 Diversification position …………………………………………………………21 Current Business Strategy ….…………………………………………………………23 Product positioning ………………………………………...………...…………23 Current Functional Strategy …….…...
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...A Research Paper On Why Capitalism Succeeded In Generating An Industrial Revolution In Other Countries But Failed In The Philippines Submitted by Manuel Ortega Abis Student No. 11-71-003, BPA Special Program Batch 8-A CAPA, Universidad de Manila Professor Ronaldo J. Navata PREFACE The research materials and references used in this research paper were managed to be gathered through unlimited internet hours and limited library hours, but the pages on the web and the pages of the book offered equal enlightenment and enjoyment. The premises and conclusions built and reached in this paper are products of the researcher’s serious analysis of the Philippine economic situation. The researcher, however, is praying that his objectivity and the sincerity of his language shall not fail him in his own humble attempt to bring this mini-thesis to its just and proper course and closure. The twin causes formulated in this paper are generally subdivided into two: the concept of economic will (policy system of governance) and the concept of economic ownership (property system of the governed). Further reading is advised on critical and related topics of this paper. For the economy, these words: there is no such thing as the co-existence of freedom and equality. God bless the Philippines! ______________________________________________________________________________ ...
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...[pic] “To Study the Current Market Scenario and the Future Prospect of Leather Chemical Industry of Bangladesh” Internship Report Submitted To: MR. AZMAL HOSSAIN Executive Director ACI Trading Limited. Submitted By: Mohammad Tawhid Reaz Internee, ACI Trading Limited. [pic] A D V A N C E D C H E M I C A L I N D U S T R I S L I M I T E D 245, Tejgaon Industries Area, Dhaka- 1208. Date: 25 June, 2006. June 24, 2006 Mr. Golam Mohammed Chowdhury Chairman Internship & Placement Office Institute of Business Administration University of Dhaka Dhaka-1000 Dear Sir: Subject: Internship Report on “To study the current market scenario and the future prospect of the leather chemical industry of Bangladesh”. It is my pleasure to present this Report on “To study the current market scenario and the future prospect of the leather chemical industry of Bangladesh” as a requirement for completing my Masters in Business Administration with concentration in Marketing. The report presents my findings and analyses on the Leather chemical industry of Bangladesh and the project I worked on for the last 10 weeks in ACI Trading Limited. I am grateful to you and my supervisors; Mr. Mustaque Ahmed, Assistant Professor, IBA and Dr. Azmal Hussain, Executive Director, ACI Trading Limited, for giving me the opportunity to carry out this report. With kind regards Sincerely yours, Mohammad Tawhid Reaz Roll 037 ...
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...1. China Mobile, empereur de la téléphonie China Mobile a de quoi faire pâlir de jalousie Orange, SFR et Bouygues réunis. Le premier opérateur mobile de Chine totalise 290 millions de clients, ce qui en fait le plus gros opérateur mobile du monde. La société est issue de la restructuration du secteur des télécommunications chinois en 2000, pour cause d'entrée dans l'organisation mondiale du commerce. - Chiffre d'affaires 2010: 24 milliards d'euros - Résultat opérationnel 2010: 7,3 milliards d'euros 2. Dongfeng, des partenariats pour mieux grandir Dongfeng Motor, troisième constructeur automobile de Chine, n'en finit plus de grandir. Son bénéfice net a augmenté de 69% au premier semestre 2009, à 107,7 millions d'euros. Une des recettes de l'entreprise : monter des co-entreprises avec des acteurs plus expérimentés, tels Honda et PSA. En 2007, Dongfeng lancera sept nouveaux modèles sous sa propre marque. Il est entré en bourse fin 2005. - Chiffre d'affaires semestriel 2010: 2,3 milliards d'euros - Résultat net semestriel 2010: 107,7 millions d'euros 3. Haier, la PME d'Etat devenue empire mondial Haier est tout simplement le symbole du capitalisme chinois. L'ex-PME d'Etat sans le sous est devenue en vingt ans un géant de l'électroménager, pesant 10,3 milliards d'euros de chiffre d'affaires en 2008 contre 2,5 milliards pour le leader français Seb. En revanche, son résultat net a baissé de 35,2% en 2009. - Chiffre d'affaires 2010: 10,3 milliards d'euros - Résultat...
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...PHILIPPINE SCHOOL OF BUSINESS ADMINISTRATION, Q.C. 1029-Aurora Blvd. Cubao, Q.C. Selected Pawnshop Businesses along Sumulong Highway, Marikina City: Factors of Success Submitted by: Leira Susana Arceo Escala Charmaine Santos Tesalona Mariel Navata Nieto John Michael Temporal Soria Ralf Louise Sauro Vico Submitted to: Dr. Carolina D. Ditan Table of Contents Title Page Acknowledgement List of Tables List of figures Chapter I Introduction Background of the study Theoretical Framework Research Paradigm Statement of the Problem Hypotheses of the Study Significance of the Study Scope and Delimitations Definition of Terms Chapter II Review of Related Literature Foreign Literature and Studies Local Literature and Studies Chapter III Research Methodology Research Design Sampling Design Research Instrument Data Gathering Procedure Statistical Treatment Chapter IV Presentation, Interpretation and Analysis of Data Chapter V Conclusion and Recommendations Summary Conclusion Recommendation Bibliography Appendix Appendix I. Letter to the respondents Appendix II-A. Questionnaire for customers Appendix II-B. Questionnaire for employee/staff ...
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...ANNUAL REPORT 2013-14 GROWTH IS Growth is Energy l Growth is Value Growth is Happiness l Growth is Life... Growth is Energy Growth is Value Growth is Happiness Growth is Life... Late Shri Dhirubhai Ambani Founder Chairman G rowth, in all its facets, has been a distinguishing factor at Reliance, ever since our inception. Our philosophy envisions growth as a universal concept, that represents multiple possibilities and touches all aspects of life. This explains why we have put in motion some of the most ambitious plans, aligned to the needs of India as it develops into a world-force. The continuing expansion of our key business verticals places us at a vantage point with reference to the aspirations of India. We have taken strategic decisions in key areas that will drive our growth and also create better outcomes for our youthful nation. Strategy at Reliance is about making prudent choices, balancing risks and return, building competitive advantages and envisioning the future through the power of innovation. Innovation has always been a cornerstone of our operations. It has enabled us to make significant technology-driven breakthroughs that add value to existing businesses, and create new ones. We are partnering with leading global institutions renowned for excellence to strengthen our experience and expertise. From the manufacturing landscape to high-growth consumer service sectors, Reliance is making progress possible each day. We are helping the country...
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...Invest. Innovate. Inspire. For a new India. ANNUAL REPORT 2014-15 India is at the threshold of a new era of growth and opportunity. This is driven by increasing economic activity, ongoing ‘Make in India’ initiatives and a demographically well-placed, aspirational society. Reliance Industries Limited (RIL) continues to be a partner in India’s ongoing journey towards economic and social well-being, and remains committed to investing in and innovating for India. RIL is striving to meet and exceed global benchmarks in product quality and customer service with inspiring ideas and strategic investments. From the manufacturing landscape to high-growth consumer service sectors, RIL is achieving superior outcomes that facilitate India’s drive for global leadership. RIL is delivering industry-leading performance through consistent efficiency in operations and prudent configuration of assets. RIL is making sizable capital investments, focusing on technology and expanding its level of services from the hydrocarbons sector to consumer businesses. RIL innovates for existing businesses and also focuses on developing new business models to deliver g g g y significant value for its growing stakeholder fraternity. In this effort, it collaborates with o s with leading global institutions to help usher in a n era of possibilities. global new is growing o RIL’s focus is to continue growing as a respons responsible organisation, thereby e inspiring progress in...
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...Delhi. 412p, Bibliography: P 354-84. (University of Delhi, Commerce (Deptt of-), Thesis). (Thesis, University of Delhi, Commerce (Deptt of-). {Note: Appendix: P 354-412}. X9(F555).46.N8 M8/Th 00914764 ABBI (Kavita). Life style of Indian women (working V/s non working). 1987. Delhi, University of Delhi. 110p. (University of Delhi, Commerce and Business (Faculty of-), Dissertation). (Dissertation, University of Delhi, Commerce and Business (Faculty of-). Y15.2.N8 M7/Th 00914439 ABERRA (Yohannes). Problems of irrigation in the drought prone region on Northern Ethiopia: A case study of the Mekele Plateau. 2001. Delhi, University of Delhi. xiii, 309p, Bibliography: P 275-92. (University of Delhi, Geography, Deptt. of-), Dissertation). (Dissertation, University of Delhi, Geography, Deptt. of-). {Note: Appendix: P 293-309}. U672(J):(D2).682.P P1/Th 01117400 ABRAHEAM (Khazel Asmail). India-Iraq trade and economic reltions. 1986. Delhi, University of Delhi. 345p,...
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...FAR EASTERN UNIVERSITY P.O. BOX 609 MANILA, PHILIPPINES SECURITIES AND EXCHANGE COMMISSION SEC FORM 17 - A ANNUAL REPORT PURSUANT TO SECTION 17 OF THE SECURITIES REGULATION CODE AND SECTION 141 OF THE CORPORATION CODE 1. 2. 3. 4. 5. For the fiscal year ended SEC Identification Number BIR Tax Identification No. Exact name of registrant as specified in its charter PHILIPPINES Province, Country or other jurisdiction of incorporation or organization ____________ / / (SEC use only) /____________/ Industry Classification Code: Nicanor Reyes Street, Sampaloc, Manila Address of principal office (632) 735-56-21 Issuer's telephone number including area code March 31, 2010 538 000-225-442 Far Eastern University, Inc. 6. 7. 1008 Postal Code 8. 9. NOT APPLICABLE Former name, former address, and former fiscal year, if changed since last report. Securities registered pursuant to Sections 8 and 12 of the SRC, or Sec. 4 and 8 of the RSA Number of Shares of Common Stock Outstanding and Amount of Debt Outstanding 9,808,448 Not Applicable 10. Title of Each Class Common Stock, P100.00 par value Bond with Non-Detachable Warrant, P1.00 per unit / -2- 11. All securities (common shares) are listed with the Philippine Stock Exchange, Inc. 12. Check whether the registrant: (a) has filed reports required to be filed by Section I7 of the SRC and SRC Rule 17 thereunder and Sections 26 and 141 of the Corporation Code of the Philippines during the preceding...
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...Doing Business in Vietnam: 2009 Country Commercial Guide for U.S. Companies INTERNATIONAL COPYRIGHT, U.S. & FOREIGN COMMERCIAL SERVICE AND U.S. DEPARTMENT OF STATE, 2008. ALL RIGHTS RESERVED OUTSIDE OF THE UNITED STATES. • • • • • • • • • • Chapter 1: Doing Business In Vietnam Chapter 2: Political and Economic Environment Chapter 3: Selling U.S. Products and Services Chapter 4: Leading Sectors for U.S. Export and Investment Chapter 5: Trade Regulations and Standards Chapter 6: Investment Climate Chapter 7: Trade and Project Financing Chapter 8: Business Travel Chapter 9: Contacts, Market Research and Trade Events Chapter 10: Guide to Our Services 3/3/2009 Return to table of contents Chapter 1: Doing Business in Vietnam • • • • Market Overview Market Challenges Market Opportunities Market Entry Strategy Market Overview Return to top • Vietnam is a true emerging market, offering ground floor and growing opportunities for U.S. exporters and investors. Vietnam’s economic growth rate has been among the highest in the world in recent years, expanding annually at 7-8.5 percent, while industrial production has been growing at around 14-15 percent per year. Vietnam’s macroeconomic challenges and the global financial crisis dampened this growth in 2008 and will continue to do so in 2009. • In response to significant macroeconomic challenges, including high inflation and a large and growing current account deficit, the...
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