Negotiation Planning Exercise You are a large, highly technological company in one of the industrialised countries. A parastatal corporation in one of the developing countries wants to put up an industrial project for which your company can supply technical know-how and assist in procurement of equipment. You are aware that another company in your country has the same capabilities and good contacts in the country where the project is to be located. While this would be your first entry into this market, your competitor has executed two projects, one of which had some technical problems during the initial years. Your main strength is the latest advanced technology, while your competitor has some price advantage.
Management realized that it needed the input of the best researchers, both inside and outside of GM, no matter where they were located. The new structure is composed of global teams of employees who comfortably interact with team members from a variety of cultures and settings. Technology, human resources, strategy, and the level of turbulence in the external environment should be considered by managers seeking to design the best organizational structure for their company. 2. What organizational structures do you equate with GM’s old model of research?
Trace your lifeline – activities that are vital to the organization’s global success should be identified as well as specify the roles of responsibility for those who will carry out these activities. 3. Build a global database to know who and where your talent is - focus on all levels of the organization not just top level executives, do not neglect the market’s middle management, and seek potentially new talent entering the workforce. 4. Construct a mobility pyramid – due to changing opportunities within the company, assess those employees who are willing to move to new locations and new positions according to their experience and ability.
Hasn’t Ben & Jerry’s been successful in fulfilling its mission statement? Would you support a takeover? 3. What evidence is there that investors are dissatisfied? 4. Who ultimately controls the assets of Ben & Jerry’s?
In particular, is Midland’s choice of market risk premium appropriate, and if not, what recommendations would you make and why? 3. Should Midland use a single corporate hurdle rate (i.e. a firm-wide WACC) for evaluating investment opportunities in all of its divisions? Why or why not?
Determine the major supporting points that will help in solving the above. I think the real issues here will be resolved by making the assumptions made when plugging in for these equations reasonable. Are Nike’s managers’ estimates of growth reasonable, or are their trends indicating decline more reasonable to use? In addition, what discount rate should be used? What are their costs associated with Equity vs Debt.
2. Identify the audit objectives that Hanauer’s auditors hoped to accomplish as a result of their account confirmation procedures. In your response, consider each of the four types of account balances. 3. What additional alternative audit procedures do you believe the Hanauer auditors should have applied to those accounts that the client did not want confirmed?
To improve after sales support of their products. 3. To increase the company’s market share. V. AREAS OF CONSIDERATION SWOT ANALYSIS STRENGTHS WEAKNESSES - Everyone has the opportunity to create idea for development - Engineers and programmers beliefs are aligned to the company’s values and practices. - The firm is a major competitor in the market - A President who can recognize problem and opportunity and is open to change - A manager who is
3. Explain what is meant by “ratio analysis” Ratio analysis in the interpretation of the resulting data given by the accounting ratio(s). Examples are given in next section of this assignment. 4. Discuss the advantages and the limitations of “ratio analysis” There are several advantages and limitations of accounting ratios, I will address some of the key ones in this section Advantages * Accounting ratios can be used by investors to make decisions on whether or not to invest in a company or sell existing shares.
John Chambers, the CEO and President of Cisco since 1991, described his strategy to Business Week magazine as, [Mergers and acquisitions] are a requirement, given how rapidly customer expectations change. The companies who emerge as industry leaders will be those who understand how to partner and those who understand how to acquire. Customers today are not just looking for pinpoint products, but end-to-end solutions. A horizontal business model always beats a vertical business model. So you've got to be able to produce that horizontal capability in your product line, either through your own R&D, or through acquisitions.