Total asset turnover for SciTronics in 2008 can be calculated by dividing $ 244,000 into $ 159,000. The turnover deteriorated from 1.58 times in 2005 to 1.53 times in 2008. 2. SciTronics had $ 66,000 in accounts receivables at year/end 2008. Its average sales per day were $ 668.49 during 2008 and its average collection period was 99 days.
Citigroup was ranked 20th by Fortune 500 ranking of America largest corporations. In 2012 the company has profits of over $11 billion, which was up from $10.6 billion in 2010 (Citigroup, n.d.). The company is traded on the NYSE (New York Stock Exchange) under the symbol C and in 2012 celebrated its 200th anniversary (Citigroup, n.d.). Citigroup is a the world leader when it comes to financial services and has over 260,000 employees, 16,000 offices worldwide and does business in over 140 countries (Citigroup, n.d.). The company is still recovering from the hit it took during the financial
Chick-fil-A has increased their market sales for 45 consecutive years cumulating in a 14% increase in 2012 with a 4.6 billion USD annual sales year-end total. Chick-fil-A is a private company and is not publicly traded on the NASDAQ stock exchange. Chick-fil-A began offering franchises in 1986. Chick-fil-a requires approximately a 5,000 USD investment to operate a
Cash flow Growth: 8%. Dividend Yield: 2.90%. Dividend Growth: 9% (Alden, 2011). Coca-Cola has additionally grown offering 14 brands to the company making a profit of $1 billion or more in annual sales, the company sold $25.5 billion unit case and had revenue of $35.119 billion in 2010 (Alden, 2011). Coca-Cola has grown its’ revenue rapidly over 5 years, this brought about an important highlight for the company in between 5 years, so the company earned about 8.5% in annual revenue growth.
June 10, 2014 Business Context * Keda was founded by Lu Qin in 1992 as small manufacturer of ceramics machinery with $13,500 capital * Recognized as a top 10 building machinery enterprise in the world in less than a decade * In early 2000s become the world leader in building materials machinery * In 2009 Keda almost doubled its reported total revenues in 2006 to US $209 million * In 2005 Keda had introduced three of the top 10 most innovative new machinery products * By 2010 Keda employed over 2000 employees and relied on several key business functions with a broad product offering Key Business Drivers * Centralization and Information Flow – Disconnected business units and very little information flow between them resulted in duplicated processing, redundancy and higher costs. * Integration – To maintain its competitive edge and position it needed to be more informed about production, sales and customers. * Chinese government agencies encouraged innovation to promote computerization in an effort to catch up with foreign firms * Inventory management – Poor management of materials and parts resulted in waste, inaccurate costing and pricing * Demand – Keda struggled to meet demand due to suboptimal use of company resources and facilities * Diversify the product lines – Rapid growth and competition resulted in expanding product offering whereas the company’s MRP solutions didn’t provide multi-plant operations along with no maintenance support Initiative Objectives / Benefits Objectives | Benefits | Computerization at Keda | * Have a planned system with strategic well defined goals * Aligning initiatives with company’s goal to develop its business and prioritizing accordingly * Integrate various departments and streamline information flow | Choosing an ERP vendor | * Avoid mistakes made by other
* Good technology team. * Faxtech provided 50% savings over current rates, and generated gross margin of 60% * Great expansion strategy, which helped them, lowers their variable cost. * Dave was flexible and patient which helped him secure the deal with Japanese Telecommunication Company. * By 1997 it employed 650 people in 18 offices throughout the world including Australia, Canada, japan, korea and the united states * Annual growth 180% * Company was listed as number 20 on the INC . 500 list of fast growing companies in the US * It raised funding of $105 million * For achieving market dominance they were able to raise $260 million.
TOSHIBA CASE STUDY Question 1: What are the key elements of Toshiba’s business strategy in notebook computers? In what way do Ome’s operations support this strategy? In 1994 only in US market 2.85 million notebook computers sold and it was predicted to exceed 3.6 million units in 1995. Toshiba was the leader in the productive US portable computer market with 19% share The key elements on strategy that enable Toshiba to by the leader of the market in 1994 and 1995 were huge investment, aggressive pricing, and superior in technology. In addition, by forming partnerships and joint ventures with other industry giants, Toshiba shared the risk of developing expensive on new technologies.
The most noticeable change has been a steady removal from the US. Benetton as now has only around 150 outlets in the country, compared to 600 outlets they had in the U.S. in the mid 1980s (WARC, 2008). After hitting 2.1bn in 2001, Benetton groups revenues decreased, in 2004 they reach 1.7bn. Since this time there has been a slow and steady growth. In 2007, combined sales rose 9 percent to just under 2.1bn.
* It is the third largest mobile phone manufacturer following Samsung mobile and Nokia. * Apple went public in 1980 and by 1982 it hit $1 billion in sales becoming the first manufacturer of personal computers to make such revenue. * With over 13,500 employees all over the world, the labor policies of this giant have been the source of much complains and criticism. * All over the world, apple distributes and sells products via a channel of online stores, sales offices, authorized dealers and using
At the beginning it was just an online bookstore. Six years later, Amazon used their own inventory management, distribution infrastructure, fulfillment, and customer service model to become the one of the biggest online-shopping company. By 2000, over 75 percent of U.S. consumers recognized the Amazon.com brand, and the Interbrand ranked the company as the 48th most valuable brand worldwide. The number of customers increased from 14 million in 1999 to over 20 million in 2000. However, a successful company like Amazon.com also has its own actual problems.