In groups of three or four, make a list of possible reasons that the actual ending inventory might not agree with the ending inventory according to a computer system. Jason Tierro, an inventory Jason Tierro, an inventory clerk at Lexmar Company, is responsible for taking a physical count of the goods on hand at the end of the year. He has been performing this duty for several years. This year, Jason was very busy due to a shortage of personnel at the company, so he decided to just estimate the amount of ending inventory instead of doing an accurate count. He reasoned that he could come very close to the true amount because of his past experience working with inventory.
The allocation of space and staff numbers for the reporting period 1st July 2013 to 30th June 2014 are detailed below. Retail
1. Reed’s clothier owned by Jim Reed II is having financial difficulties. Jim went to First Virginia National Bank to obtain an extended line of credit when he found out the bank could no longer extend Reed’s Clothier line of credit because the company is having cash flow problems as well as the company may be in possible financial distress. Jim is currently forty-five days past due on his recent notes payable of $130,000 and Harold Holmes with First National Bank informs Jim he has thirty days to bring the note current. Jim is faced with a dilemma for bringing his current note current while his company is having financial difficulties.
TRX represents a smaller lesser known company that faces significant challenges in becoming known and attractive to investors. The case looks at the company from its incorporation in 1999 through the IPO decision in 2005. In addition to raising capital the case includes consideration of another motivation for going public. When the company was incorporated in 1999 they had attempted to go public but this attempt failed because of the dot com collapse. Because of the failed IPO TRX’s president and CEO Trip Davis found strategic investors to raise $20 million in a note convertible into equity at $11 per share.
The company hasn’t really done much about his method of operation, although from time to time he has angered some top company men. As President McCaughey, who retired a couple of years ago, once remarked to a vice-president who was complaining about Frank, “If he’s making money—and he is (more than any of the other foreign offices)—then leave the guy alone.” When McCaughey retired, the new chief immediately instituted organizational changes that gave more emphasis to the overseas operations, moving the company toward a truly worldwide operation into which a loner like Frank would probably not fit. In fact, one of the key reasons for selecting Bill as Frank’s replacement, besides Bill’s record as a top salesman, is Bill’s capacity as an organization man. He understands the need for coordination among operations and will cooperate with the home office so the Latino office can be expanded and brought into the mainstream. The company knows there is much to be learned from Frank, and Bill’s job is to learn everything possible.
Final Exam Exercise Name: MULTIPLE CHOICE 1. In a true pay-for-performance system, which of the following employees would qualify for incentive reward? a. Jack has met his sales quota even though he was hospitalized for appendicitis during the year. b. Otto manages to meet the minimum required sales on his store location despite the fact that the business building next door, where he receives most of his customer traffic, has closed. c. Charlene performs up to expectations as a science teacher at a magnet high school.
These factors resulted in a failure to be profitable all four years since the merger. To turn the company around a new CEO, Gerhard Schulmeyer, was brought in. This paper will analyze the initiatives used by Gerhard Schulmeyer to turn the organization around. First, it will be necessary to examine the major issues surrounding the case. Second, the paper will analyze the change process initiated by Schulmeyer and specifically evaluate the Change Agent Program.
He knows that the slim profit margins associated with trucking, coupled with a downturn in the economy, could spell disaster if Starfire were saddled with too much debt. August 2013 I S T R AT E G I C F I N A N C E 55 2014 STUDENT C ASE COMPETITION Roger Simmons, Starfire’s operations manager for the past 16 years, reviewed the FHP proposal and thought it was a great opportunity for the company. He approached James to talk about it, and within 10 minutes they were in a closed-door meeting going over the pros and cons of the offer. Simmons began: “Alan, this is a huge opportunity for us to grow the business. Not to mention, as FHP becomes more dependent on our
Returning to School After 50 Barbara Henson English 121 Lindsey Ludvigsen September 23, 2012 Returning to School After 50 Although returning to school after 50 poses its’ own unique set of problems, I feel that the benefits far outweigh the risk. Most people have settled into their lives by that age and if they were going to attend college, they most likely have already. Changing a career after age fifty is somewhat unusual but in this day and age, more and more people are doing so. The economy in the United States has taken a downturn in the last few years and with it, jobs have been lost due to companies downsizing. If a person is over fifty when that happens, it can either destroy their life or cause one to re-evaluate what they want in the future and how they can get it.
Appearance, demeanor, and communication style play large roles in building relationships—which translates into making deals. Sales manager of Mustang Jeans, Michael Sokolow, and Norio Tokunaka, VP of Merchandising of a potential retailer, are meeting to finalize negotiations by signing the final contract. Meeting 1 Sokolow begins the meeting with small talk, then tries to get right to the contract, just like any typical American manager. He explains how the company has made some changes and that he will be working with Tokunaka, instead of his colleague, Roger. Sokolow tries to finalize the contract through the entire meeting and tells Tokunaka many times how he is busy and does not have much time.