...To: Jacques Trumen From: Subject: Compagnie du Froid Analysis Date: November 6, 2014 Memorandum Campagnie Du Froid is a summer ice-cream business founded in 1985 by the father of Jacques Truman. In 2007, after the passing of his father, Jacques Truman took over the business and emphasized an aggressive growth strategy. By 2009, Campagnie Du Froid was a market leader in the eastern part of France, northeastern coast of Spain, and northern Italy. Each region had its own manager and the main headquarters was located in Paris. Jacques believed decentralizing the decision making as much as possible. Each region had its own manufacturing, marketing, distribution and sales organization. The central office took care of accounting, developing of new products, and sharing of learning experiences across the regions. Each year Jacques met with the regional managers to discuss a profit plan for each region. The profit plans laid out regional goals for the upcoming year and were used as a tool to monitor performance. During the summer months, a profit statement every two weeks was generated and sent to Jacques in order to detect any major problems. The France region is run by Jean Pinoux and had performed exceptionally well in 2009 with profits above budget and sales increasing by 20% from the previous year. Jean had stumbled across a new source of revenue in which he helped deliver packaged food for regional producers using the company’s refrigerated trucks. The incremental...
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...1. What is your evaluation of each of the three businesses? What is your evaluation of the managers who run them? The case in hand, Compagnie Du Froid, S.A., analyzes the company’s three regions (France, Italy and Span) and their regional manager’s business performance against the set profit plan for FY 2009. Additionally, the case also raises the question of whether the traditional approach of paying 2% of corporate profit as bonus will work or not. The situation is that the thee different regions have three different actual return figures and there are several first time situations that Jaques Trumen, CEO and major shareholder of Compagnie du Froid, S.A., is facing. The points in FY 2009 that grabbed our attention are: a) Spain posted a dismal performance that effected the overall corporate performance b) France had done extremely well with over 20% growth from previous year c) Italy region met all the set profit goals (targets) and was able to expand further d) The company had done inter transfer of goods between two regions, from France to Spain, based on cost plus method of transfer pricing e) France entity had expanded into a new venture of distribution arrangement, which was not a part of Compagnie’s core business All the above factors along with the unique circumstances that led to Spain’s dismal performance call for right criteria to be developed to assess the three entities business performance in-place of the current profit plan. Evaluation of...
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...Compagnie du Froid, S.A. Compagnie du Froid, S.A., one major ice-cream company, was evaluating its three regions’ performance, but the traditional bonus approach of paying 2% of corporate profits did not seem appropriate at this time. The three regions had different financial results and varied market conditions which include the poor performance of the Spanish region, the over 20% growth of France region, Italy’s achievement of sales goal and further expansion, and inter transfer of goods between two regions. The company needs to recognize the performances of individual business entities from the overall performance of the entire business. Then, it can work out an equitable bonus program to reward the three regional heads, to motivate its future growth and expansion, to achieve the company’s goals and to facilitate the cooperation between three regions. The variance analysis can help Compagnie du Froid, S.A. clarify the situation by investigating the discrepancy to find the cause of problems and evaluate the performances of three regions fairly. The poor financial consequence of Spanish region is the combination of failure of new machines, running out of capacity, the higher expense and cost of transferred sales, unexpected and unfavorable temperature change, and price cut plus increase in advertising. We need a more equitable bonus program and right criteria to evaluate the performances of three entities and identify the area that needs improvement. The variance analysis...
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...Case: ATH Micro Technologies Ryan Stroud Strategic Cost Analysis – 45809 Mini 4, 2011 Professor Glover What is the Problem? The ATH Microtechnologies case highlights the problems that the company has faced in five chronological stages: founding, growth, push to profitability, refocus on process, and takeover by new management. In each stage ATH faced a different problem or series of problems with respect to performance goals, controls, measurement, and strategy. In the founding stage, the company focused on sales and earnings as performance goals and did not have adequate controls on spending which grew out of hand. In the growth stage, ATH focused on increasing market share to the detriment of profitability. In the push to profitability stage, the company focused on earnings but at the expense of poor customer satisfaction and low quality products. They also received a “Warning Letter” from the FDA during this stage. In the refocus on process stage, the company strove to address the FDA’s and customer concerns, however, employees were incentivized to avoid problems instead of creating solutions and improving products. In the new management stage, the focus was on product development and technological leadership. This challenge in this stage will be for the company to achieve these goals in lieu of profits, revenues, growth, and quality. As this case illustrates, a company’s life cycle presents new complexity and performance measures and goals at each stage...
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...Cas # 1 Travail présenté à la Faculté des sciences de l’administration à M. Donald Béliveau Université Laval Comme exigence partielle pour le cours MRK-6087 : Politique de prix Par Tébéreye Bâ 111 062 283 Arlette Gounouo 111 063 138 Félix Létourneau 909 331 414 Salomé Thériault 111 073 071 Le 18 septembre 2013 Question 1 : En utilisant un modèle, montrez de quelle façon la valeur économique pourrait être calculée pour ce produit. Veuillez faire toutes les hypothèses qui sont pertinentes. Pour estimer la valeur économique de notre produit, nous avons utilisé le modèle "Value-based pricing" proposé notamment par les auteurs Nagle, Hogan & Zale (2011). Cela consiste à identifier le prix de la meilleure alternative à notre produit, à évaluer tous les gains supplémentaires que procure le produit pour le consommateur, autant monétairement que psychologiquement, et finalement à soustraire les différenciations que ce dernier perçoit comme étant négatives. Dans notre cas, le produit offert est un système qui permet d’éviter une surtension des compresseurs qui pressurisent et dirigent le gaz vers les "pipelines". La valeur de notre produit est donc basée sur le fait qu’il diminue le risque (nombre) de surtensions. Ceci permet aux clients d'éviter des pertes de production potentielles et des coûts supplémentaires. Lorsqu’il n’y a aucun mécanisme de contrôle, on estime que par année, il y a 0.4 surtension mineure et 0.004 surtension majeure...
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...LA LOGEUSE Billy Weaver venait de Londres par le train omnibus du soir, après un changement à Swindon, il arriva à Bath vers 9 heures. La lune apparaissait dans un ciel clair et étoilé, juste en face de la gare. Cela n’empêchait pas l’air d’être mortellement glacial et le vent lui faisait l’effet d’une fine lame de glace qui lui zébrait les joues. « Excusez-moi, dit-il, connaissez-vous un hôtel correct et pas trop cher près d’ici ? » « Essayez La Cloche et le Dragon » lui répondit le porteur en montrant du doigt le bas de la rue. «Ils vous accueilleront bien. C’est à peu près à 300 mètres de l’autre côté de la rue.» Billy le remercia, attrapa sa valise et commença à parcourir les 300 mètres qui le séparaient de La Cloche et le Dragon. Il n’était jamais venu à Bath. Il n’y connaissait personne. Mais Monsieur Greenslade au siège de Londres lui en avait vanté les charmes. «Trouvez-vous un logement, faîtes le nécessaire et prévenez votre chef de bureau dès que vous serez installé.» Billy avait dix-sept ans. Il portait un manteau bleu marine neuf, un chapeau brun neuf, un costume brun neuf, il était tout neuf et il se sentait ainsi tout à fait admirable. Il descendait la rue à pas vif. L’énergie, avait-il décidé, était la principale qualité nécessaire au succès de tout homme d’affaires. Tous les cracks du siège étaient en permanence extrêmement actifs, ils étaient stupéfiants. Il descendait cette rue large, sans magasins, bordée de chaque côté de vastes demeures...
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...stage et qui m’a fait confiance tout au long de ces huit semaines. Grâce à lui, et à toute son équipe j’ai pu découvrir le fonctionnement d’une agence bancaire. Je suis également reconnaissant envers Madame Degeorges Sylvie directrice d’agence adjointe, Madame Naudin Céline, Monsieur Chaumont Jonathan, Monsieur Osty Jean Michel chargés de clientèle particulière, ainsi que Benjamin Cornelis en alternance dans cette agence pour leur accueil au sein de leur service et pour m’avoir aidé à mener à bien ma mission grâce à leurs différents conseils et nos échanges concernant les travaux que j’ai pu effectuer. Enfin je tiens à remercier tous les salariés de la banque, pour m’avoir très bien intégré au sein de leur équipe et pour m’avoir consacré du temps afin de me présenter leurs activités et pour répondre à toutes mes questions. « L’Université de Lorraine n’entend donner aucune approbation ni improbation aux opinions émises dans...
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...TOPICS IN MANAGEMENT ACCOUNTING AMIS 4310 Topics/Case Descriptions Measuring Product Costs Case: Seligram, Inc.: Electronic Testing Operations Case Description: Explores the obsolescence of a cost system when technology changes. In particular, it asks students to increase the number of cost centers and allocation bases. The firm moves from a one-center, direct labor-hour system to a three-center, direct labor-hour and machine-hour systems. In addition, the case demonstrates how cost systems can induce subtle and not so subtle shifts in the strategy of the firm. In particular, we see how certain businesses are made to look inappropriately attractive or unattractive. Cost Behavior, Capacity Analysis and the Downward Demand Spiral Case: Bridgeton Industries: Automotive Component & Fabrication Plant Case Description: Bridgeton Industries was experiencing reduced sales. To become more competitive it introduced a classification procedure for products based upon their productivity and other factors. Products were classified into three groups: world class, potentially world class, and non-world class. The firm outsources the non-world class products. This outsourcing causes the costs on the remaining products to increase because some fixed costs associated with the outsourced products did not go away. These residual costs caused more products to become non-world class and hence candidates for outsourcing...
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...TOPICS IN MANAGEMENT ACCOUNTING AMIS 4310 Topics/Case Descriptions Measuring Product Costs Case: Seligram, Inc.: Electronic Testing Operations Case Description: Explores the obsolescence of a cost system when technology changes. In particular, it asks students to increase the number of cost centers and allocation bases. The firm moves from a one-center, direct labor-hour system to a three-center, direct labor-hour and machine-hour systems. In addition, the case demonstrates how cost systems can induce subtle and not so subtle shifts in the strategy of the firm. In particular, we see how certain businesses are made to look inappropriately attractive or unattractive. Cost Behavior, Capacity Analysis and the Downward Demand Spiral Case: Bridgeton Industries: Automotive Component & Fabrication Plant Case Description: Bridgeton Industries was experiencing reduced sales. To become more competitive it introduced a classification procedure for products based upon their productivity and other factors. Products were classified into three groups: world class, potentially world class, and non-world class. The firm outsources the non-world class products. This outsourcing causes the costs on the remaining products to increase because some fixed costs associated with the outsourced products did not go away. These residual costs caused more products to become non-world class and hence candidates for outsourcing...
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...TOPICS IN MANAGEMENT ACCOUNTING AMIS 4310 Topics/Case Descriptions Measuring Product Costs Case: Seligram, Inc.: Electronic Testing Operations Case Description: Explores the obsolescence of a cost system when technology changes. In particular, it asks students to increase the number of cost centers and allocation bases. The firm moves from a one-center, direct labor-hour system to a three-center, direct labor-hour and machine-hour systems. In addition, the case demonstrates how cost systems can induce subtle and not so subtle shifts in the strategy of the firm. In particular, we see how certain businesses are made to look inappropriately attractive or unattractive. Cost Behavior, Capacity Analysis and the Downward Demand Spiral Case: Bridgeton Industries: Automotive Component & Fabrication Plant Case Description: Bridgeton Industries was experiencing reduced sales. To become more competitive it introduced a classification procedure for products based upon their productivity and other factors. Products were classified into three groups: world class, potentially world class, and non-world class. The firm outsources the non-world class products. This outsourcing causes the costs on the remaining products to increase because some fixed costs associated with the outsourced products did not go away. These residual costs caused more products to become non-world class and hence candidates for outsourcing...
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...come. All the information in this guide is based upon the latest product information available at the time of publication. At Kohler Company, we strive to fulfill our mission of improving the level of gracious living for each person who is touched by our products and services. We reserve the right to make changes in product characteristics, packaging, or availability at any time without notice. Please take a few minutes to review this guide. If you encounter any installation or performance problems, please call 1-800-4-KOHLER from within the USA, 1-800-964-5590 from within Canada, or 001-877-680-1310 from within Mexico. Merci d’avoir choisi la compagnie Kohler Merci d’avoir choisi la compagnie Kohler. Votre produit de la compagnie Kohler reflète la véritable passion du design, d’artisanat, d’art et d’innovation représentant la compagnie Kohler. Nous sommes confiants que sa fiabilité et beauté surpasseront vos exigences les plus élevées, vous satisfaisant pendant les années à venir. Toute l’information dans ce guide est basée sur la dernière disponible au moment de...
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...Seligram, Inc.: Electronic Testing Operations 1. What caused the existing system at ETO to fail? 2. Calculate the reported cost of the five components listed in Exhibit 6 using: a. The existing system. b. The system proposed by the accounting manager. c. The system proposed by the consultant. 3. Which system is preferable? Why? 4. Would you recommend any changes to the system you prefer? Why? 5. Would you treat the new machine as a separate cost center or as a part of the main test room? Bridgeton Industries: Automotive Component & Fabrication Plant 1. The official overhead allocation rate used in the 1987 model year strategy study at the Automotive Component and Fabrication Plant (ACF) was 435% of direct labor cost. Calculate the overhead allocation rate using the 1987 model year budget. Why do you get different numbers? 2. Calculate the overhead allocation rate for each of the model years 1988 through 1990. Are the changes since 1987 in overhead allocation rates significant? Why have these changes occurred? 3. Consider two products in the same product line: Product 1 Product 2 Expected Selling Price $62 $54 Standard Material Cost 16 27 Standard Labor Cost 6 3 Calculate the expected gross margins as a percentage of selling price on each product based on the 1988 and 1990 model year budgets, assuming selling price remains constant and material/labor costs do not...
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...Lundi le 26 septembre 2011 RANCOURT, RICHARD & RUEL Inc. 822 rue Ste-Hélène, Montréal, Québec À l’attention de Mme Alice Ruel. Objet de l’avis : Le présent avis offrira une analyse juridique des différentes options possibles dans le cadre du conflit entre les associés de la société par actions Rancourt, Richard & Ruel Inc. Numéro de dossier : 12345 Confirmation du mandat : Tel qu’il a été mandaté lors de l’entrevue-client en date du 21 septembre 2011, le présent avis juridique est effectué en réponse aux questionnements que vous avez sur certains points de droit au dossier 12345. Description du mandat : … L’exposé des faits et l’énumération des documents : Suite à la consultation de documents fournis ainsi qu’aux informations recueillies lors de notre première rencontre, il sera question des faits résumant la présente situation au sein de l’entreprise. Premièrement, Mme Francyne Rancourt et Mme Richard sont associés depuis 9 ans dans un bureau de comptables situé à Montréal. Ce n’est qu’après quelques années de collaboration que Mme Rancourt souhaite ajouter une nouvelle associée à la compagnie puisque celle-ci prend de l’expansion. Mme Rancourt vous rencontre par l’entremise d’un ami de son mari et souhaite que vous vous joigniez à leur équipe en tant que nouvelle associée. Mme Richard n’est cependant pas très emballée par l’idée de s’associer avec une personne ayant si peu d’expérience, mais cède tout de même à la demande de Mme...
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...ETUDE CORRIDORS POUR L’EXPORT DES MANGUES DU MALI ET DU BURKINA FASO VERS L’UNION EUROPEENNE RAPPORT FINAL Mme Aoufa Ezzine Consultante internationale Transport et logistique Janvier 2009 1 RAPPORT FINAL ETUDE CORRIDORS POUR L’EXPORT DES MANGUES DU MALI ET DU BURKINA FASO VERS L’UNION EUROPEENNE PLAN Contexte de l’étude ............................................................................................................. 4 I- La filière mangue ............................................................................................................ 5 I-1- Importance de la filière mangue .................................................................................. 5 I-2- Organisation et structuration de la filière..................................................................... 7 I-3- Infrastructures post récolte.......................................................................................... 8 1-4 Actions des bailleurs pour développer la filière ......................................................... 10 I-5 Actions des exportateurs face aux exigences des normes européennes ...................... 11 I-6 Bilan de la campagne 2008 ......................................................................................... 12 II- Etude corridors............................................................................................................. 16 II-1- Objectifs...........................................................................
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...l’entreprise 4 Activité du Groupe 5 Implantation 7 Modélisation de l’Opération 7 Chaîne Logistique 7 Vision Globale de Supply Chain 7 La Chaîne Logistique 8 Description en détail 9 Carte de pilotage en temps réel14 Anticipation Court/Moyen Terme15 Structuration Long Terme16 Interaction avec l’environnement17 Thème d’approfondissement18 Qualité/Jidoka 19 Juste-à-temps 20 Conclusion 22 Annexe 23 Introduction Nous avons visité l’usine de moteurs de Vénissieux le 14 mars dernier, sous la supervision de M. Bertuzzi. Notre visite s’est faite en deux étapes : un passage par le musée de l’entreprise puis par un amphithéâtre où nous ont été présentés l’entreprise, ses chiffres clés, ses valeurs et ses engagements. Enfin, nous avons eu l’opportunité de visiter l’usine à proprement parler et d’avoir un aperçu de quatre lignes de production: la ligne basique, la ligne finale, la zone d’essai et la ligne de peinture. Cette visite a été pour nous très instructive et nous a réellement permis de mieux comprendre les concepts de management des opérations étudiés en cours en les voyant concrètement appliqués au sein d’une entreprise. Le cas de Renault Trucks nous a en particulier permis de nous confronter à une entreprise qui applique à la lettre les principes du Lean Management en portant...
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