a. | 4x + 10 | b. | 10x + 2 | c. | 10x + 10 | d. | 4x + 2 | ____ 16. For the function , find . What is the range of ?
CONTENT 1.0 Introduction 3 1.1 – Methodology 3 1.2 – Empirical sources 4 1.3 – Delimitations 4 2.0 The imprinting forces 5 2.1 - Kemmons Wilson’s background 5 2.2 - Holiday Inn – The culture and values 6 2.3 – The economic, political and cultural environment 7 2.4 - Sub-conclusion 9 3.0 Configurations, coordinating mechanisms and contingency factors 9 3.1 – Structural changes over time 10 3.2 – Crisis within the firm 12 4.0 Organizational changes & economies of scale and scope 14 5.0 Holiday Inn’s diversification 16 6.1 - Current vertical boundaries 19 6.2 - Change of vertical boundaries over time 20 6.3 - Transaction cost theory 20 6.5 - Sub-conclusion 21 7.0 State of the industry 22 7.1- Defining the industry 22 7.2 - Porter's five forces 24 7.3 - Important competitors 26 8.0 The future of the company 27 8.1 - Strengths of Holiday Inn 27 8.2 - Core values of Holiday Inn 28 8.3 - Resource Based View of Holiday Inn 28 8.4 - Sub-conclusion 30 9.0 Conclusion 30 Appendix list 32 #1 - Value Share 32 #2 – Global recession causing decline 33 #3 - Article on Pop-up hotels 34 #4 - What to rethink for customer satisfaction 35 #5 - Holiday Inn's new initial aimed for its ever-shifting customers 36 #6 - Value Share 37 #7 Tables of Holiday Inn 38 #8 Financial statement, 1982 of Holiday Inn 39 #9 Revenue pie chart, 1982. 40 #10 operating income, 1982. 40 #11 Intercontinental number of rooms by brand. 41 10.0 Bibliography list 42 1.0 Introduction Holiday Inn is today serving as a hospitality branch of The Intercontinental Hotels Group (IHG) targeting both families and business travelers primarily from the upper middle segment. The company was established in 1952 by the entrepreneur Kemmons Wilson, who founded his first motel in Memphis, Tennessee.
ASX & Media Release Thursday 12 September 2013 Myer Full Year Results ending 27 July 2013 Full year total sales up 0.8 percent to $3,145 million Operating gross profit up 1.8 percent to $1,312 million Operating gross margin up 40 basis points to 41.7 percent Net profit after tax down 8.7 percent to $127 million Full year dividend of 18 cents, fully franked FY2013 Financial Highlights Sales Total sales up 0.8% to $3,145 million, up 0.4% on a comparable store sales basis Myer Exclusive Brands sales up $40 million to 20.0% of sales, Concessions up $18 million to 15.4% of sales Operating gross profit Operating gross profit up 1.8% to $1,312 million Operating gross profit margin up 40 basis points (bps) to 41.7% Earnings Cost of doing
Mid-Term (3-12 Months) • Change from direct sales to distributor sales. • Organize a meeting with top sales representative to introduce a new incentive program for increase the target sales volume. Long-Term (12 Months +) • If sales and gross margin not increased, reorganize the price setting. Evaluation control Set a minimum Sales Target, Gross margin for sales person. If salesperson fails to achieve the target terminate him.
10. (TCO G) Service Level Agreements (SLA) are significant for what
April 8, 2012 Tax File Memorandum From:., CPA. M.A.F.M Subject: Mr. Jones Taxpayer Engagement On today April 5th, 2012 I met with Mr. Jones regarding our Previous Meeting on April 2nd, 2012 to discuss some questions and possible outcomes about potential future financial investment decisions, and the tax ramifications of these decision and possible outcomes. Facts: Mr. Jones is considering the purchase of a manufacturing company Smithton Widgets which is very profitable. Mr. Jones is a majority shareholder in another C-Corp. Known in this case as Johnson Services which has accumulated significant losses.
CanGo Company Analysis CanGo Company Analysis Table of Contents Introduction: 3 SWOT Analysis 3 Strengths 3 Weaknesses 4 Opportunities 4 Threats 5 Market Analysis 5 Competitive Analysis 7 Competitors 8 CanGo 9 Financial Analysis 10 Strategic Recommendations 12 Train Current Employees 12 Raise More Capital to Continue Current Project 13 Improve Computer Technology 13 Increase Accountability 13 Work Together in Teams 13 Warehouse Improvements 14 Conclusion 15 References 15 Introduction: During a six-week review of the internal operations at CanGo, we at Dynamic D Consulting have presented three bi-weekly analysis reports based on personal observations, in which we made our recommendations. Based on the current expectations of CanGo’s management and the proposed projects the company would like to undertake, Dynamic D Consulting has prepared the following company analysis to aid CanGo in reaching their goals.
Western Governors University New Product Development Horizon Computers Danielle Corley RWT 1 April 19, 2012 Table of Contents Executive Summary ………………………………………………………………………… 3-4 Introduction………………………………………………………………………………….. 5-6 Porter’s 5 Forces……………………………………………………………………………... 6-7 Threat of new competition…………………………………………………………… 6 Threat of substitute products………………………………………………………… 6 Bargaining power of customers……………………………………………………… 6 Bargaining power of suppliers……………………………………………………….. 6 Intensity of competition rivalry……………………………………………………… 7 SWOT Analysis……………………………………………………………………………… 7-8 Strengths……………………………………………………………………………... 7 Weakness…………………………………………………………………………….. 7 Opportunity…………………………………………………………………………..
Week Four Learning Team Assignment: Caledonia Products Integrative Problem Team FIN 370: Finance for Business Monday, September 5, 2012 Professor Amy Grover Integrative Problem Team C held a joint conference to debate factors related to a directive to respond to the Caledonia Products Integrative Problem and consider factors related to a potential lease. 12. Caledonia is considering two additional mutually exclusive projects. The cash flows associated with these projects are as follows: Year Project A Project B 0 -$100,000 -$100,000 1 $32,000 $0 2 $32,000 $0 3 $32,000 $0 4 $32,000 $0 5 $32,000 $200,000 The required rate of return on these projects is 11 percent. a.