Fly-By-Night International Group Fly-By-Night International Group’s major problems began in Year 13 (technically the end of Year 12). By observing the Cash Flow Statement, we see that even though there’s a huge increase in cash from all of the company’s operations, the largest increase from previous years is Accounts Payable. Notice how AP goes from a mere $54,000 to $5,286,000 in just one year. This should have been a red flag to accountants/managers that signaled trouble. FBN has made significant investments (property, plant and equipment) on account, thereby getting into financial trouble by owing their creditors quite a bit of money.
Running Head: Classic Airlines Classic Airlines Marketing 571 Classic Airlines Introduction Classic Airlines is a 25 year old airline company whose recent decline of 19% in their Classic Rewards members due to lack of consumer confidence has senior leadership uneasy. Classic Airlines is proud to be the fifth largest airline in the world with 32,000 employees. Due to rising costs in fuel and labor it has limited the airlines competitiveness in its rewards program. Classic Airlines leadership needs to make a 15% across the board cut while enhancing revenue from its rewards program (University of Phoenix, 2012). Marketing Strategy Relationship marketing is the current marketing strategy Classic Airlines is using.
After two straight years of financial losses in 1994, CEO Ron Allen rolled out a new strategy called “Leadership 7.5.” Allen targeted to reduce Delta’s cost per each available seat mile from more than 10 cents to 7.5 cents, which would match that of major competitor Southwest Airlines (Bryant, 1997). Along with a new company strategy a change followed with Delta’s human resource strategy. This changing policy devastated employee morale and resulted in a decline of customer service, efforts to unionize, and dissatisfaction among personnel. Delta couldn’t keep the past primary policy about human resources so there were several significant changes in Delta’s organization and corporate culture. There are many programs that Delta has built after passing through the cost-cutting reformation in 1997 for getting back its capabilities on customer relationships like rewards and recognition program above and beyond and more.
Table of Contents Executive Summary 3 Introduction 4 Analysis of Alternatives 5 Alternative 1: Introduce a new product 5 Alternative 2: Increase promotion 6 Alternative 3: Raise prices and cut costs 7 Recommendations 7 Appendix: Budgeted Income Statements & the Rate of Growth in Profits 9 Executive Summary Shepard Poles is a manufacturing company that has been providing specialized poles in the market for over ten years. Shepard Poles has about three different product lines: hiking poles, downhill ski poles, and cross-country ski poles. According to the calculation on current operating data, the company has incurred a operating loss of $ 165,000 this year. If any new strategic initiatives are not implemented next year, the unit sales and all costs are expected to rise about 7 percent and 2 percent respectively. However, this situation would make the company incur more loss next year, which is about negative $ 293,586.
Presently, gas prices have dropped. However, the airlines continue to pass along the fees to its passengers to increase revenue. Clearly, the fees that began originally in response to fuel prices continue to be part of the revenue generating strategies of airlines. (2) Shortage of Pilots: As baby boomers retire by the thousands, the airline industry is experiencing a shortage of pilots. Before becoming captains, pilots must earn sufficient fly hours.
As with any major move in planning the future of a company, all purchases, any sell-offs, possible acquisitions, and any mergers must be thoroughly and meticulously analyzed for their impact and net value to the bottom line shareholders. Competition Bikes has located the Canada based Canadian Bikes and verified its fit and performance history. The prior year performance for Canadian Bikes delivered almost four times the earnings per share as Competition Bikes delivered to their shareholders for Year 8, which is impressive and leads them to believe they can also learn better ways to produce their current products and reduce expenses from this newly acquired company. The capital that must be raised to purchase Canadian Bikes is roughly $600,000. This report will review and summarize all of the possible options for joining Competition Bikes and Canadian Bikes, including merging vs. buying, leasing vs. buying, and all possible combinations of raising the capital through a
In 2008, fliers can expect to see fewer flights and fewer seats as airlines cut costs and reduce growth to counteract rising fuel prices. In essence, peak flying season is becoming a year-round affair. Bailey observes that, “Because full flights cause airlines all sorts of operational problems, travelers should also brace for continuing problems with delays and misplaced bags. That means the chance of being bumped from an oversold flight could be greater, and finding a seat on a later flight will take longer.” Paul S. Hudson, executive director of the Aviation Consumer Action Project said, “It’s not a good thing,” about airlines reducing capacity. “You’re going to degrade the reliability of the system.” Experts say it is
Running head: WHISTLER SKI RESORT WHISTLER SKI RESORT Executive Summary The Whistler Ski Resort experienced a fluctuation in the amount of guests that were frequenting their ski resort. The managers of the Whistler Ski Resort agreed that it needed to expand their Resort to include another skiing lodge and complex; these of which, would allow them (Whistler Ski Resort) to be able to meet the increasing demand for their services and to generate increase revenues (Larson & Gray, 2011, p. 191). Whistler Ski Resort conducted an “economic feasibility study. Their “board of directors” voted unanimously for the construction of the new ski facilities, which is to cost the company $10 million dollars. The entire project will be dedicated to the Winter Olympics in 2010, located in Vancouver, and Whistler, BC, and Canada.
After filing the 4th largest Bankruptcy in US history new executives were able to put together plans that would take the company in positive direction. The new direction of Global Crossing is to hold actions accountable for employees and management. New ethics policies allow for the company to act if there is a violation. By putting strict guidelines on ethics it will force sales and advertising executives to have the same standards as the rest of the company. New advertising campaigns will allow for Global Crossing to reach new markets which will maximize company revenue.
Last year, because the price of oil had raised to $150 a barrel many CUPE members lost monthly flying time. To cut its losses, the airline has already cancelled many flights to US and European cities. It look this is not going to be easy year for our domestic air line. Beside, surviving harsh economy, Air Canada has to also co-operate with the union. Disagreement with workers can make things much