...Notice of 2013 Annual Shareholders’ Meeting and Proxy Statement b McDonald’s Corporation 2013 Contents 3 7 8 8 8 14 14 14 42 Proxy Summary Notice of the Annual Shareholders’ Meeting Election of Directors Proposal No. 1. Election of Directors Director qualifications and biographical information Executive compensation Compensation Committee Report Compensation discussion and analysis Proposal No. 2. Advisory vote to approve executive compensation Other management proposal Proposal No. 3. Advisory vote to approve the appointment of Ernst & Young LLP as independent auditor for 2013 59 Stock ownership 59 Stock ownership guidelines 59 Security ownership of certain beneficial owners 60 Security ownership of management 61 Compliance with Section 16(a) of the Exchange Act Transactions with related persons, promoters and certain control persons Policies and procedures for related person transactions 61 61 62 Related person transactions 62 Communications 62 Communications with the Board of Directors and non-management Directors 62 Consideration of Director nominations for the 2014 Annual Shareholders’ Meeting 63 Shareholder proposals for inclusion in next year’s Proxy Statement 63 Other shareholder proposals for presentation at the 2014 Annual Shareholders’ Meeting 64 Solicitation of proxies and voting 64 Notice and access 64 Record date 64 Voting prior to the Annual Shareholders’ Meeting 64 Voting at the Annual Shareholders’ Meeting 64 Quorum 64 Voting tabulation 65...
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...Thompson−Strickland: Strategic Management: Concepts and Cases, 13th Edition 14. Krispy Kreme Doughnuts, Inc. Case © The McGraw−Hill Companies, 2002 case 14 Krispy Kreme Doughnuts, Inc. Arthur A. Thompson The University of Alabama “We think we’re the Stradivarius of doughnuts.” —Scott Livengood, President and CEO, Krispy Kreme Doughnuts, Inc. With 181 Krispy Kreme stores in 28 states, Krispy Kreme Doughnuts in 2001 was rapidly building something of a cult following for its light, warm, melt-in-your-mouth doughnuts. Sales were on an impressive climb, exceeding 3.5 million doughnuts a day. The company’s business model called for 20 percent annual revenue growth, midsingle-digit comparable store sales growth, and 25 percent annual growth in earnings per share. But a number of securities analysts doubted whether Krispy Kreme’s strategy and growth potential merited a stock price nearly 70 times projected 2002 earnings per share of $0.69 and 85 times actual 2001 earnings of $0.55 per share. The company’s stock, which was trading in the $46–$50 range and had been as high as $54, had been a favorite of short sellers for several months—the 2.5 million shorted shares in May 2001 represented nearly 10 percent of the company’s outstanding shares. According to one analyst, “It [the stock] has had a good run, but the numbers just don’t work”; another analyst commented, “The odds are against this stock for long-term success.” A third said, “Single-product concepts...
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...External Analysis of Starbucks 1 RUNNING HEAD: STARBUCKS External Environmental Analysis of Starbucks and the Coffee Industry Harold Brown Strategic Management MGMT 4340 Dr. Nwabueze March 3, 2011 External Analysis of Starbucks 2 Contents 1.0.0. Executive Summary ...................................................................................................................... 5 2.0.0. Company History ................................................................................................................................ 8 2.1.0. Background ....................................................................................................................................... 12 Table 1: Starbucks Revenue Trends 2005-2010 ..................................................................................... 12 2.2.0. Purpose of This Study ....................................................................................................................... 14 3.0.0. External Analysis .............................................................................................................................. 15 Diagram 1: The Components of a Coffee Firm’s Macroenvironment .................................................... 16 3.1.0. General Environmental Analysis ...................................................................................................... 16 3.1.1. Demographic Segment ...................................................................
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...TABLE OF CONTENTS Executive Summary…………………………….……….…………………………………...……4 History…………………………………………………………………….……………………….6 Mission and Vision………………………………………………………….………………...…..7 Objectives and Strategies……………………………………………………………………….....7 Industries, Products, and Competition…………………………………………………………….7 Top Management……………………………………………………………………………….....8 Current Issues ……………………………………………………………………………………11 Socioculture……………………………………………………………………………………...14 Demographics……………………………………………………………………………..……..15 Economic Environment………………………………………………………………………….17 Political, Legal Environment…………………………………………………………………….18 Technological Environment……………………………………………………………………...19 Competitive Environment………………………………………………………………………..20 Industry Analysis………………………………………………………………………………...21 Summary of Opportunities and Threats………………………………………………………….24 Internal Analysis…………………………………………………………………………………29 Personal Issues…………………………………………………………………………………...33 Organizational Structure…………………………………………………………………………33 Culture……………………………………………………………………………………………34 Marketing Issues…………………………………………………………………………………34 Financial Issues…………………………………………………………………………………..35 Technology, R&D, and IS Issues………………………………………………………………...36 Production and Operation Issues………………………………………………………………...38 Summary of Strengths and Weaknesses…………………………………………………………39 Review Current Mission, Objectives, Strategies………………………………………………...42 Revised Strategies and Objectives……………………………………………………………….43 Alternative Strategies……………………………………………………………………………...
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...are involved in activities which are illegal and unethical. It focuses on the pornographic and other illegal activities done in the workplace. It cites the wonders of an information technology (IT) employee regarding the promotion of the man who used the company's personal computer to view pornographic images of Asian women and children. It states that this IT employee was the person who discovered the illegal act of this promoted man. An overview of the detailed incidence of the man's pornographic case, as well as the survey made by Cyber-Ark Software Ltd. to one third of 200 IT employees is offered. John Reece, chief information officer at the International Revenue Service and Time Warner Inc., said that the corporate policy will take place when the law stops governing workplace ethics. - (http://www.canberra.edu.au/library) Summary This article describes how IT employees in organizations are involved in activities which are illegal and unethical. It reveals a story about an IT director Bryan, who worked at the U.S. Division of a $500 million multinational corporation based in Germany. Bryan found out about a man who was using a company PC to view pornography of Asian women. This guy eventually was promoted and he moved to China to run a manufacturing plant. This company in which the man worked had an internet usage policy which clearly stated that the use of company computers to view pornographic...
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...Summary Chapter 3. Analyzing the Firm Company Background Bethany Ethics and Current Events Norfolk Southern operates around a “Thoroughbred Code of Ethics,” known internally as SPIRIT: Safety, Performance, Integrity, Respect, Innovation, and Teamwork (NSwebsite). The company’s core values * Environmental commitment * http://www.nscorp.com/content/nscorp/en/news/investors-customers-communities-benefit-from-more-info-on-norfolk-southerns-environmental-commitment.html * Giving back * Norfolk Southern Foundation supports nonprofit organizations * Created in 1983, has donated almost $131 million since * Increased sum of grants to $7 million in 2013 – 13% increase from 2011 * "As a leading transportation provider, we believe we also should take the lead in investing in the communities where we operate," said Norfolk Southern CEO Wick Moorman. * Set 2013 grant sum to be $7 million as well * http://www.nscorp.com/content/nscorp/en/get-to-know-norfolk-southern/the-norfolk-southern-story.html * Top 100 military friendly employers * http://www.nscorp.com/content/nscorp/en/news/Norfolk-Southern-named-to-Top-100-Military-Friendly-Employers-list-by-G-I-Jobs-magazine.html Organizational Analysis Carly Structure Carly Leadership Charles Wick Moorman To generally examine the Norfolk Southern corporate side one must look into the board of directors and internal business structure. Norfolk Southern’s...
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...Term Paper/Book Review 11/16/15 Magnificent Masquerade, by Charles Keats, 1964 Summary of the McKesson & Robbins Scandal Before the scandals of Enron and WorldCom, which are considered the greatest accounting scandals of the 21st century, the most notorious & influential accounting scandal of frauds in the 20th century, or in American history, is the McKesson & Robbins scandal of 1939. In the early fall of 1926, Philip Musica, assuming the name of F. Donald Coster, took control of the pharmaceutical company McKesson & Robbins by using his bootlegging profits from Girard & Co. to issue a merger between the two pharmaceutical companies, and he became McKesson & Robbins’ president. From his experience with Girard, Coster “knew how auditors functioned, they were interested in account books & supporting documents” (Keats, 71) & he knew how to mislead auditors. Coster conducted fraudulent transactions for McKesson & Robbins by continuing to manufacture (fraud) documents of inventories & accounts receivable such as, “order slips, shipping records, duplicate invoices, & other bookkeeping evidences of sale” (Keats, 72). Julian Thompson, Coster’s top assistant, finally uncovered the fraud scandal in 1938 through his suspicions of the existence of the McKesson & Robbins’ Canadian subsidiary’s warehouse. Coster was convicted of “violating Section 32 of the Securities Act of 1934: filing false financial information with the SEC” (Keats...
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...Reflective Journal Ashley Thompson MGT/216 July 19, 2011 Charles Donewar Ethics Game Reflective Journal The Ethics Game Simulation reflected two different situations in which G-Biosport were faced with. The first case was the Case of Fair Warning and the second was the Case of Stringent Standard. Both of these situations involved many different stakeholders. These stakeholders included: Customers of G-Biosport, employees of G-Biosport such as, The Shareholders, The Board of Directors, Carson Nelson (Chief Executive Officer), Cary Bryant (Chief Legal Officer), Jennifer (Quality Control Manager/Quality Compliance Director), Elaine Shields (Operations Director), and Judy Birch (Director of Public Relations). One will be able to read what these two case simulations reflected in this journal. Simulation 1: The Case of Fair Warning The first simulation was the Case of Fair Warning. In this simulation, it was discovered that G-Biosport products were contaminated with hazardous Fibranafren. The problem is that the products had already been distributed and were on the market. The staff of G-Biosport had to get together and share their opinions on what to do about the issue on hand. It was decided that the customers always have the right to know about the quality of all products. In this case Jennifer, the Quality Control Manager, was responsible for letting all shareholders involved know of all potential hazards and risks of the product. The decision was...
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...9 -9 1 4 -5 6 5 JULY 10, 2014 WILLIAM FRUHAN JOHN BANKO Thompson Asset Management “Thanks, Peter. I look forward to meeting you next week as well.” Allison Thompson cradled the phone and looked out her office window at the Florida riverfront as she considered the possibilities and implications of her conversation with Peter Landman. As CEO and founder of Thompson Asset Management (TAM), an investment management firm that she had started in Jacksonville, Florida, in 2009, Thompson had grown the firm from a single client and a $500,000 investment to about $83 million in assets under management (AUM) in two funds. TAM had a proven track record of beating benchmarks and managing downside risk. The success of her strategies had brought in new clients each year. In 2014, she was hoping to expand her business. She was looking for larger high-net-worth clients and possibly institutional clients. Peter Landman, an investment officer from her alma mater, was considering TAM as an investment manager for part of the college’s endowment. She wondered if this was the client she had been looking for to expand the business. Company Background With undergraduate degrees in finance and computer science, Thompson joined a quantitative asset management firm in Chicago in 2003. In her five years there, she completed her CFA certification and worked with the portfolio managers to implement quantitative trading strategies. The strategies she helped to develop consistently earned returns...
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...Corporate Compliance Plan: Riordan Manufacturing Corporate governance can be thought of as the overall umbrella of control and direction under which a corporation operates. Enterprise Risk Management (ERM) is “a process, effected by an entity's board of directors, management and other personnel, applied in strategy setting and across the enterprise, designed to identify potential events that may affect the entity, and manage risks to be within its risk appetite and to provide reasonable assurance regarding the achievement of entity objectives,” (BusinessDictionary.com, 2008). Ideal management of risk involves mitigating negative risk while taking advantage of positive risk. The board of directors is responsible for establishing an enterprise risk management philosophy that guides senior management when implementing an enterprise risk management plan for the company. Internal controls are a subset of ERM. “Internal control is broadly defined as a process, effected by an entity's board of directors, management and other personnel, designed to provide reasonable assurance regarding the achievement of objectives in the following categories: effectiveness and efficiency of operations; reliability of financial reporting; compliance with applicable laws and regulations” (COSO, 2008). Internal controls assure accuracy of reporting of information and objectives. To develop a corporate compliance plan for Riordan Manufacturing, the three areas of concern should include the proposal...
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...Existing Schedule | |Proposed Schedule | | | |25 June 2011 8:00 AM -11:00 AM and 1:00 PM – 3:00 PM |5 |25 June 2011 8:00 AM -12:00 AM and 1:00 PM – 4:00 PM |7 | |02 July 2011 8:00 AM -11:00 AM and 1:00 PM – 3:00 PM |5 | | | |09 July 2011 8:00 AM -11:00 AM and 1:00 PM – 3:00 PM |5 |09 July 2011 8:00 AM -12:00 AM and 1:00 PM – 5:00 PM |8 | |16 July 2011 8:00 AM -11:00 AM and 1:00 PM – 3:00 PM |5 | | | |23 July 2011 8:00 AM -11:00 AM and 1:00 PM – 3:00 PM |5 |23 July 2011 8:00 AM -12:00 AM and 1:00 PM – 4:00 PM |7 | |30 July 2011 8:00 AM -11:00 AM and 1:00 PM – 3:00 PM |5 |30 July 2011 8:00 AM -12:00 AM and 1:00 PM – 5:00 PM |8 | | |30 hours | ...
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...describe the formal organizational structure of the Smith & Falmouth (S & F) company. The S & F is a tele-shopping and mail order network that has operation in the United States and Canada. The memorandum also compares S & F’s structure with other organizational structures, analyze the effectiveness of the S & F organization’s informal culture with the formal structure. The memorandum also assesses the informal culture of the S & F’s company, determines its impacts on the formal structure, and discusses the role of power and politics within the organizational culture. In addition, the memorandum will demonstrate the power and politics within the S & F culture and recommend the most effective leadership style to Irene Seagrave, chief executive officer of the S & F. In terms of labor and coordination, the formal structure of S & F was coordinated through informal communication under a formal hierarchy that included sharing information on the mutual task between the three managers and the chief executive operation. According to McShane and Von Glinow (2004), the Hierarchy assigns legitimate power to individuals for directing the work flow. In terms of elements of organizational structure, S & F was a flat structure with a wide span of control. Even though the structure was centralized, S & F had been operated as a decentralized company, in which the operational manager and the logistics manager coordinated with each other and did not report directly to the chief executive of operations...
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...McDonald’s Keanu Gordon-Williams Lujack McReynolds 11/29/2012 Table of Contents Executive Summary LM………………………………………………………………………… 3 Introduction KGW ……………………………………………………………………………….5 External Analysis KGW .…………………………………………………………………………5 General Environment KGW……………………………………………………………... 5 Technological Factors KGW ....…………………………………………………..5 Economic Factors KGW ………………………………………………………… 6 Demographic Factors KGW..……………………………………………………..7 Global Factors KGW ……………………………………………………………. 7 Sociocultural Factors KGW..……………………………………………………..7 Industry Environment KGW .……………………………………………………………. 8 Opportunities KGW..…………………………………………………………….. 8 Threats KGW..…………………………………………………………………… 9 Porter’s Five Forces KGW...………………………………………………………………9 Threats of New Entrants KGW …………………………………………………...9 Bargaining Power of Buyers KGW……………………………………………...10 Bargaining Power of Suppliers KGW……………………………………………10 Threat of Substitutes KGW………………………………………………………10 Internal Rivalry KGW……………………………………………………………11 Internal Analysis LM…………………………………………………………………………….11 Core Competencies and Competitive Advantages LM…………………………………..11 Sustainable Competitive Advantages LM……………………………………………… 13 Organizational Culture and Leadership LM …………………………………………….14 Strategic Alternatives KGW & LM ……………………………………………………………..20 Business Strategy LM …………………………………………………………………...20 Corporate Strategy KGW………………………………………………………………. 21 Global Strategy KGW………………………………………………………………….. 22 ...
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...IN THE UNITED STATES BANKRUPTCY COURT SOUTHERN DISTRICT OF OHIO EASTERN DIVISION IN RE: : CASE NO. 04-60600 : ROY JESSE LISATH, : CHAPTER 7 STEPHANIE MYLO LISATH, : : JUDGE HOFFMAN Debtors. : : SSN: (LAST FOUR DIGITS ONLY) 0486 : SSN: (LAST FOUR DIGITS ONLY) 9643 : ------------------------------------------------------------------------------------------------------ RODELL RAHMAAN, : Adv. Pro. No. 05-02049 Plaintiff, : vs. : ROY J. LISATH, aka ROY JESSE LISATH,: Defendant. : PLAINTIFF’S RENEWED MOTION FOR DEFAULT JUDGMENT Now comes the Plaintiff, Rodell Rahmaan (hereinafter “Rahmaan”), by and through his undersigned attorney, and respectfully MOVES this Honorable Court for the entry of JUDGMENT BY DEFAULT against the Defendant, Roy J. Lisath, aka Roy Jesse Lisath (hereinafter “Lisath”), for the relief demanded in the Complaint, specifically that any judgment later obtained by Rahmaan upon those claims which are the subject matter of that certain civil action entitled Rodell Rahmaan v. City of Columbus, et al., designated case number C2-02-989, pending in the United States District Court for the Southern District of Ohio, Eastern Division, be DECLARED to be excepted from discharge upon the grounds set forth in 11 U.S.C. §523(a)(6), namely for willful and malicious injury. This Motion renews a Motion for Default Judgment previously served and filed on March 15, 2005, denied without prejudice by...
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...To: Seek Ideal Group Inc. Board of Directors From: Chamroeun LIM Seek Ideal Group Inc. President & Cofounder Date: January 12, 2014 Subject: Proposal to Have an On-Going Marketing Research Studies Attached you will find my proposal for an on-going marketing research studies, as well as the result and analysis of our initial marketing research studies conducted by the marketing department. With your support, our research team was able to determine the causes of sale decrease and the increasing number of customer dissatisfactions: 1. Marketing messages were 2. Ads were not deliver a-call-to-action for consumers 3. No tracking system for the effectiveness of the existing marketing campaign 4. Negative branding image 5. Insufficient consumers’ demographic profiles Seek Ideal Group Inc. experienced a decrease in sale revenue during the fourth quarter of 2013. The customer satisfaction department also received many complains. The sale and marketing department raised concern over the effectiveness of the existing marketing campaigns. Given multiple business lines that the corporation currently managing and its recent establishment in Cambodia, an ineffective marketing strategy can lead to a negative return on investment and resources. Therefore, the need for an ongoing marketing research is critical for the survival of the corporation in the short term—as well as sustainable growth in the long run. Please do not hesitate...
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