...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 net 2010: 23 millions d'euros 4. Sinochem, dans le classement Fortune depuis seize ans Sinochem, entreprise de chimie fondée en 1950, est contrôlée directement par l'appareil d'Etat chinois. Elle peut se...
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...Korporat 54 Penyata Tanggungjawab Pengarah Berhubung dengan Penyata Kewangan 54 Penyata Pematuhan Tambahan 56 Laporan Lembaga Jawatankuasa Audit 64 Penyata Kawalan Dalaman 67 Peristiwa-peristiwa Penting Tahun 2002 72 Maklumat Korporat 67 Event Highlights Of The Year 72 Corporate Information 76 Group Corporate Structure 81 Directors' Report 84 Statement By Directors 84 Statutory Declaration 85 Auditors' Report 86 Income Statements 87 Balance Sheets 88 Consolidated Statement Of Changes In Equity 89 Statement Of Changes In Equity 90 Cash Flow Statements 92 Notes To Financial Statements 138 Group's Held Properties 144 Statistics On Shareholding 218 Notice of Annual General Meeting 227 Statement Accompanying Notice Of Annual General Meering 231 Form of Proxy 76 Struktur Kumpulan 151 Laporan Para Pengarah 154 Penyata Para Pengarah 154 Akuan Berkanun 155 Laporan Juruaudit 156 Penyata Pendapatan 157 Lembaran Imbangan 158 Penyata Perubahan Dalam Ekuiti Disatukan 159 Penyata Peruabahan Dalam Ekuiti 160 Penyata Aliran Tunai 162 Nota-nota Kepada Penyata Kewangan 208 Hartanah Kumpulan 214 Statistik Pegangan Saham 218 Notis Mesyuarat Agung Tahunan 227 Penyata Mengiringi Notis Mesyuarat Agung Tahunan 232 Borang Proksi …to become the finest enterprise in the country [2] LAPORAN TAHUNAN 2002 ANNUAL REPORT Celcom (Malaysia) Berhad (167469-A) CHAIRMAN’S MESSAGE...
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...distributor of automobile parts formed by two disenchanted auto mechanics, Dan Block and Ed Spriggs. Originally located in Block’s garage, the firm showed slow but steady growth for 7 years before it relocated to an old, abandoned meat-packing warehouse on Chicago’s South Side. With increased space for inventory storage, the company was able to begin offering an expanded line of auto parts. This increased selection, combined with the trend toward longer car ownership, led to an explosive growth of the business. Fifteen years later, Parts Emporium was the largest independent distributor of auto parts in the north central region. Recently, Parts Emporium relocated to a sparkling new office and warehouse complex off Interstate 55 in suburban Chicago. The warehouse space alone occupied more than 100,000 square feet. Although only a handful of new products have been added since the warehouse was constructed, its utilization increased from 65 percent to more than 90 percent of capacity. During this same period, however, sales growth stagnated. These conditions motivated Block and Spriggs to hire the first manager from outside the company in the firm’s history. It is June 6, Sue McCaskey’s first day in the newly created position of materials manager for Parts Emporium. A recent graduate of a prominent business school, McCaskey is eagerly awaiting her first real-world problem. At approximately 8:30A.M., it arrives in the form of status reports on inventory and orders shipped. At the top of...
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...Market Research Interview Vincent Parson Staryer University GB-500 Business perspectives June 9th, 2015 Market Research Interview Marketing is pivotal for monetized, for-profit businesses to succeed. “Marketing without data is like driving with your eyes closed.” (Zarrella, 2013). These companies strive to viably secure and convey the appropriated sales and advertising techniques necessitated to procure the proper, targeted clientele a given business most likely would obtain business from. One of the notable methods these aforementioned businesses use to endear future business is by conducting the proper research based upon the consumer’s specific predilections. The methods used to help ascertain what these particular clientele’ needs and wants are is what is known as market research (Cadle, Paul, Turner, 2010). Market research is an extremely important component of business strategy. Succinctly, market research is really any organized effort to accumulate information that is based upon target customers or markets. Market research is more or less concerned specifically within a given market. This is what’s known as a very distinct key factor that helps companies to ensure they have both an upper edge as well as to maintain their specific competitiveness over their competitors (McDonald, 2007). The market research that is used is to help provide essential information that helps to both analyze as well as identify that market’s need, in addition to that market’s competition...
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...arrives in the form of status reports on inventory and orders shipped. At the top of an extensive computer printout is a handwritten note from Joe Donnell, the purchasing manager: “Attached you will find the inventory and customer service performance data. Rest assured that the individual inventory levels are accurate because we took a complete physical inventory count at the end of last week. Unfortunately, we don’t keep compiled records in some of the areas as you requested. However, you’re welcome to do so yourself. Welcome aboard!” A little upset that aggregate information is not available, McCaskey decides to randomly select a small sample of approximately 100 items and compile inventory and customer service characteristics to get a feel for the “total picture.” The results of this experiment reveal to her why Parts Emporium decided to create the position she now fills. It seems that the inventory is in all the wrong places. Although there is an average of approximately 60 days of inventory, customer service is inadequate. Parts Emporium tries to backorder the customer orders not immediately filled from stock, but some 10 percent of demand is being lost to competing distributorships. Because stockouts are costly relative to inventory holding costs, McCaskey believes that a cycle-service level of at least 95 percent should be achieved. Parts Emporium, Inc., was formed in 1973 as a wholesale distributor of automobile parts by two disenchanted auto mechanics, Dan Block and Ed...
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...PT HANJAYA MANDALA SAMPOERNA Tbk. DAN ENTITAS ANAK/AND SUBSIDIARIES LAPORAN KEUANGAN INTERIM KONSOLIDASI/ INTERIM CONSOLIDATED FINANCIAL STATEMENTS 30 SEPTEMBER 2012 / SEPTEMBER 30, 2012 PT HANJAYA MANDALA SAMPOERNA Tbk. DAN ENTITAS ANAK/AND SUBSIDIARIES LAPORAN POSISI KEUANGAN INTERIM KONSOLIDASI 30 SEPTEMBER 2012 DAN 31 DESEMBER 2011 (Dalam jutaan Rupiah, kecuali dinyatakan lain) 30 September 2012/ September 30, 2012 ASET Aset lancar Kas dan setara kas Piutang usaha - Pihak ketiga - bersih - Pihak-pihak berelasi Piutang lainnya - Pihak ketiga - Pihak-pihak berelasi Persediaan - bersih Pajak dibayar di muka Uang muka pembelian tembakau Beban dibayar di muka dan aset lainnya Jumlah aset lancar Aset tidak lancar Investasi pada entitas asosiasi Aset tetap - setelah dikurangi akumulasi penyusutan sebesar Rp2.918.701 pada tahun 2012 (2011: Rp2.680.952) Tanah untuk pengembangan Aset pajak tangguhan Goodwill Aset lainnya - bersih Jumlah aset tidak lancar JUMLAH ASET INTERIM CONSOLIDATED STATEMENT OF FINANCIAL POSITION AS AT SEPTEMBER 30, 2012 AND DECEMBER 31, 2011 (Expressed in millions of Rupiah, unless otherwise stated) Catatan/ 31 Desember 2011/ Notes December 31, 2011 ASSETS Current assets Cash and cash equivalents Trade receivables Third parties - net Related parties Other receivables Third parties Related parties Inventories - net Prepaid taxes Advance for purchase of tobacco Prepaid expenses and other assets Total current assets Non-current assets Investment in associate...
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...of Operations Management Knowledge Undermines Lean Implementations Kate Mackle, John Bicheno, John Darlington Background: The MS in Lean Enterprise • Started at Lean Enterprise Research Centre (LERC), Cardiff Business School in 1999 • (LERC was founded by Dan Jones of Womack and Jones) • 2 Year part-time, for practicing Lean managers • Student average age 39 (31 to 53); 20% with MBA; 35% Six Sigma Black Belt; almost 200 Alumni • In First year, 9 one-week modules, 6 of which are held onsite at plant locations; Second year dissertation. • Thus far, 65 one-week MS modules have been held on site. • Most of the lecturers are are vastly experienced Lean consultants and managers • As from January 2013, the MS will be offered at University of Buckingham with the original LERC teaching team. Background to the presentation • The authors have been working in improvement for 25 years and have taught on a Masters level programme in Lean Operations for the last 13 years. We have often been struck by the weakness in demand and capacity management processes in companies we have worked with: diagnosing and then rectifying this weakness has frequently been an important early stage of those companies’ successful Lean transformations. • Similarly, students on the Masters programme, despite their current positions and prior education, have often – Lacked fundamental knowledge of Operations Management (especially Demand and Capacity) – Or worse, have been „mis-educated‟...
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...Mike Valenti, the owner of Michael’s Homestyle Pasta, just acquired the Southern Pasta Company from Friedrich Walz on 10th December for $3 million. The reason why Mike bought Southern pasta Company in the first place was because almost half of revenues was chain accounted form 200 restaurants. On the Monday morning of New Year’s Eve Mike receives a call from Ted Brewer, VP (Administration and Operations) stating that Fred Jones, Southern quality assurance manager wants to talk to him. “The seafood-stuffed pasta shells that Southern had just shipped to its biggest customer were tainted with salmonella” Fred said. Mike was horrified as it was the New Year’s Eve, biggest night in the year for restaurants. The two challenges against him was that either, “This major regulatory incident could permanently shut him down” or “ He can wave good-bye to 50% of the revenue stream that he just bought 3 weeks ago”. Thereafter, Mike sets up a conference call with his management team which includes Dan, Ted & Mark. They were discussing that what would be their defense against such a tragic incident. The pressure from FDA, customers, media etc would be too worst to handle. After discussion, there were two options. One option would be to trust the chain’s cooking standards. Another option would be to contact the chain and have them notify all restaurants, to make sure that the cooking temperature was high enough. By now, it was late afternoon and Mike had to figure out what to...
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...PT ASTRA AGRO LESTARI Tbk DAN ENTITAS ANAK/ AND SUBSIDIARIES LAPORAN KEUANGAN KONSOLIDASIAN/ CONSOLIDATED FINANCIAL STATEMENTS 31 DESEMBER 2014 DAN 2013/ 31 DECEMBER 2014 AND 2013 PT ASTRA AGRO LESTARI Tbk DIRECTOR'S STATEMENT REGARDING RESPONSIBILITY FOR THE CONSOLIDATED FINANCIAL STATEMENTS OF ( 31 December 2014 ) SURAT PERNYATAAN DIREKSI TENTANG TANGGUNG JAWAB ATAS LAPORAN KEUANGAN KONSOLIDASIAN ( 31 Desember 2014 ) PT ASTRA AGRO LESTARI Tbk DAN ENTITAS ANAK /AND SUBSIDIARIES We, the undersigned.- Kami yang bertanda tangan dibawah ini : 1. Nama Alamat Alamat Domisili Nornor Telepon Jabatan 2. Nama Alarnat Alamat Domisili Nomor Tel epon Jabatan Widya Wiryawan JI.Pulo Ayang Raya Blok OR-I Kawasan Inclustri Pub Gadung Jakarta 13930 11.Tebet Timur Dal am VI D16 Jakarta Selatan 021-4616555 Presiden DirekturlPresident Director 1. Rudy .11.Pulo Ayang Raya Blok OR-1 Kawasan Industrt Pula Gadung Jakarta 13930 JI. P Jayakarta 121 No. 54 Sawah Besar Jakarta Pusat 021-4616555 Direktur Keuangan7Finance Director 2. Men yatakan bahwa : Name Address Address of Domicile Telephone Number Position Name Address Address of Domicile Telephone Number Position Declare that : 1. Bertanggung jawab atas penyusunan dan penyajian laporan keuangan konsolidasian perusahaan; 1_ We are responsible for the preparation and presentation of the company's consolidated financial statements; 2. Laporan keuangan...
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...AN INSTITUTIONALIST STUDY ON THE PERFORMANCE MANAGEMENT SYSTEM IN A GOVERNMENT- LINKED ORGANISATION NORHAYATI BINTI MOHD ALWI UNIVERSITI SAINS MALAYSIA 2009 AN INSTITUTIONALIST STUDY ON THE PERFORMANCE MANAGEMENT SYSTEM IN A GOVERNMENT-LINKED ORGANISATION by NORHAYATI BINTI MOHD ALWI Thesis submitted in fulfilment of the requirements for the degree of Doctor of Philosophy September 2009 ACKNOWLEDGEMENTS I am especially indebted to my supervisor, Dr. Siti Nabiha Abdul Khalid for her constant guidance, limitless support and patience throughout the period of my study. There is no way that I would be able to repay the kindness and caring that she has shown to me. I am thankful to Assoc. Professor Dr. Yuserrie, for giving valuable inputs to my study and also to others in the School of Management, who have helped me in some way or another. I would like to acknowledge the comments made by Professor Lee Parker and other participants of the Global Accounting and Organisational Change Conference, held in Melbourne, Australia in July 2008. A special thank you is also dedicated to Professor John Burns for the insightful comments on the research. I am also indebted to my employer International Islamic University Malaysia and the Ministry of Higher Education for providing the financial support. Thanks so much also to the respondents for their willingness to share some of their thoughts and experiences, which have made my data collection easier than I would ever...
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...the quality of good corporate management practice. This reform is clearly stated in the code and rules of corporate governance. The purpose of this research is to study the significance of implementing the code and rules of corporate governance since the public already realize the close relationship between business and politics. Three companies were chosen as indicators for this study. As a result, it was found that companies which are involved in corporate malpractice but have good relationship with states will always be excluded from the legal corporate action. Keywords: corporate governance, corporate reforms, political economy, state business relation INTRODUCTION Asian Financial Crisis in 1997 not only introduced the term of corporate governance but also drew attention of the public about the weaknesses of Malaysian corporate governance practice. After 1998, Malaysian government decided to adopt corporate reforms that could enhance the quality of good corporate management practice. This included the introduction of the new Malaysian code and rules for corporate governance. The debate of corporate governance in Malaysia are often limited to agencies involved directly in law enforcement such as the Ministry of...
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...GLOSSARY OF FOREIGN DIRECT INVESTMENT TERMS AND DEFINITIONS This glossary forms part of the 4th Edition of the OECD Benchmark Definition of Foreign Direct Investment and is intended to assist both the compilers and users of direct investment statistics. Acquisition An acquisition is a business transaction between unrelated parties based on terms established by the market where each enterprise acts in its own interest. The acquiring enterprise purchases the assets and liabilities of the target enterprise. In some cases, the target enterprise becomes a subsidiary or part of a subsidiary of the acquiring enterprise. In principle quantitative or qualitative information directly concerning multinational firms could be classified under activity of multinational enterprises. However, within the framework of the OECD Handbook on Economic Globalisation Indicators, data on the activity of multinationals covers all economic and industrial data which are not associated with FDI, portfolio or other financial transactions. Data collected by the OECD within the framework of the surveys on the economic activity of multinationals include 18 variables, notably gross output, turnover, value added, number of people in employment, employee compensation, gross operating surplus, gross fixed capital formation, R&D expenditures, number of researchers, total exports and imports, intra-firm exports and imports, and technological payments and receipts. Affiliated enterprises are enterprises in a direct...
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...BWBS3043 ISLAMIC BANKING MANAGEMENT TABLE OF CONTENTS BIL 1.0 2.0 CONTENT Islamic Contracts in Islamic Bank INTRODUCTION OF THE SELECTED BANK 2.1 2.2 2.3 Background of Affin Bank Berhad Background of Islamic Affin Bank Berhad Background of RHB Islamic Bank Berhad PAGE 2 5 5 6 7 8 8 12 15 17 18 47 3.0 LOAN AND FINANCING SERVICES 3.1 3.2 Affin Bank Berhad Services Affin Islamic Bank Berhad Services 3.2.1 3.2.2 3.3 Trade Financings Contracts Financing RHB Islamic Bank Services 4.0 Comparison of Products between Conventional Bank and Islamic Bank 4.1 Affin Bank Berhad and Affin Islamic Bank Berhad 19 20 5.0 References Page | 0 BWBS3043 ISLAMIC BANKING MANAGEMENT 1.0 ISLAMIC CONTRACTS IN ISLAMIC BANK Definition It involves a contract between the seller and its buyer for the sale of goods at a price that includes an agreed profit margin, either a lump sum or percentage of the purchase price. The seller will purchase the goods that requested by buyer and will sell them to buyer with a mark-up. Contracts Murabahah (cost-plus financing) Mudharabah (profit sharing) Contract with one party providing 100 per cent of the capital (Rabb al-Mal) and the one party (the mudharib) providing its expertise to invest the capital and manage the investment project. Profits generated are distributed according to a pre-determined ratio, but it like the capital itself that cannot be guaranteed. The provider of capital was the losses, who have no control over the management of the...
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...Running Head: MARKET MODEL PATTERNS OF CHANGE Market Model Patterns of Change Student Strayer University ECO 550: Managerial Economics and Globalization Dr. Professor June 2, 2013 Market Model Patterns of Change Comcast Corporation is one of the world’s leading media, entertainment, and communications companies. It is principally involved in operating cable systems through Comcast Cable and is the nation’s largest pay-tv provider to residential and business customers with more than 22 million subscribers. Comcast Corporation is the majority owner and manager of NBC Universal, which owns and operates entertainment and news cable networks, the NBC and Telemundo broadcast networks, local television station groups, television production operations, a major motion picture company and theme parks. Though they now work collaboratively with other industries to provide their products and services, this was not always the case. In the past, they were able to enjoy a monopolistic business model in the areas they served because they were the only game in town. . Characteristics of monopoly structure are: profit maximization since there is only one firm that determines the price in the market; only a single seller exists which implies that the market is controlled by one firm; and the firm is the same as the industry. Cable television was not so well received when it was offered to the public for the first time in 1948. Initially it was called Community Antenna TV or CATV and...
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...Your file Votre reference ISBN: 978-0-494-75409-2 Our file Notre reference ISBN: 978-0-494-75409-2 NOTICE: AVIS: The author has granted a nonexclusive license allowing Library and Archives Canada to reproduce, publish, archive, preserve, conserve, communicate to the public by telecommunication or on the Internet, loan, distribute and sell theses worldwide, for commercial or noncommercial purposes, in microform, paper, electronic and/or any other formats. L'auteur a accorde une licence non exclusive permettant a la Bibliotheque et Archives Canada de reproduire, publier, archiver, sauvegarder, conserver, transmettre au public par telecommunication ou par I'lnternet, preter, distribuer et vendre des theses partout dans le monde, a des fins commerciales ou autres, sur support microforme, papier,...
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