When Waksal found out that the FDA was going to reject ImClone’s application for approval of its cancer drug. It is believed that he told Martha about the rejection which they knew would eventually result in the company’s significant stock price drop. Martha sold about 4000 shares that she had and avoided loosing approximately $45,000. Martha and Waksal had a mutual broker, Peter Bacanovic from Merrill Lynch .Waksal tried to call Bacanovic but he did not reach him. He then called Bacanovic’s assistant Doug Faneuil and told him to sell the stock.
How are your suggestion linked to improve customer satisfaction? In business literature, Delta had a primary capability on human relations by paying competitive wages, treating personnel equitably as it grew, and adopting a “no-layoff policy”. Things changed in the 1990’s for Delta though. Key business trends altered the competitive advantage, and the human resource strategy had to change too. 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).
CalPERS vs. JC Penney Overview CalPERS investment program began on February 22, 2000 when they included JC Penney on their annual Focus List. CalPERS further exclaimed that due to declining sales and a deteriorating customer base they had lost confidence in Penney’s management. Subsequent to the release of their focus list JC Penney made numerous strategic decisions to revitalize and boost the value of the company. Penney forced their current CEO James Oesterreicher to retire. Next instead of promoting from within, they searched for new blood and hired former Barney’s CEO Allen Questrom.
Hence, the SEC asked Kodiak Energy to perform a restatement under item 4.02 of the 8k disclosure rules. This item covers non-reliance on a previously filed financial statement and the related audit report. In accordance with the SEC’s request, Kodiak Energy put in a notification of late filing for their 2008 fiscal report and corrected for the transaction errors in March 2009. After the error adjustments, the restated financial reports showed an overall increase of 3.5 million dollars in the reported acquisition cost and related issuance of common shares. After the fiasco surrounding the acquisition of the Thunder River assets, shareholders lost faith in Kodiak Energy.
A recent economic downturn has seriously affected the auto industry and your company, as well. Your company has merged with two other brake component companies in an effort to gain production efficiencies and lower unit costs. You are the lead HR person for the new entity. Based on your analysis of the three previous executive compensation approaches, you have decided with board approval to redesign the executive compensation for the new combined organization. Describe the components of an executive compensation plan.
This greatly increased self-sufficiency. The company´s change to a multi-national company in the 1930s was also a specific point why Phillips was the leading consumer electronics company. What distinctive competencies did they build? Philips success was mainly built on a worldwide portfolio of national organizations with a heavily decentralized company structure which gave these NO’s more autonomy and the advantage of technical and product development capabilities in local markets. They
Mr. Wallace continues direct operational control over the Electronics Group. Several years ago, Wallace and the Board embarked on a strategy of diversification into plastics and chemicals in order to decrease the company’s dependence on defense-related business. Presently, the morale within The Wallace Group has deteriorated to the point where some of the employee stockholders made an attempt to force Wallace’s resignation. As a result of this crisis, Wallace has hired YOU, a management consultant, to
Which is exactly What KKR had to do when they won. They had to sell off parts of the company off to pay for debt that they had dug themselves into buying the company. After KKR had completed the buyout, then had to shed about 46,000 employees after 1998 consequently they ended up having to sell off 6.2 billion dollars in assets to help get rid of the debt that they had incurred in taking over the company. During the First years of the KKR Reign the equity for the company fell from 24% to 16% from 1998 through 1994. We think that if Ross Johnson was able to take over the company for the original offer of 75 dollars a share things would have turned out a lot better for Nabisco because they shouldn’t have had to sell of as many assets or shed as much of the labor Force as KKR did when they bought the
DIVIDEND POLICY AT FPL GROUP INC Q.1 DIVIDEND POLICY AT FPL GROUP, INC In 1994 FPL Group, the parent company of Florida Power and Light Company, announced a reduction in its quarterly dividend from $.62 ($2.48 annual) a share to $.42. This was the first-ever dividend cut for a healthy utility, so the company did its best to explain to investors why it had taken such an unusual step. Table 1. Year Dividend per share Earnings per share Dividend payout ratio Dividend payout (%) Earnings per share before extraordinary items Dividend payout ratio Dividend payout (%) 1993 2.47 2.30 1.07 107.39 2.76 0.89 89.49 1992 2.43 2.65 0.92 91.70 2.65 0.92 91.70 1991 2.39 1.48 1.61 161.49 2.66 0.90 89.85 1990 2.34 (2.86) (0.82) (81.82) 2.64 0.89 88.64 1989 2.26 3.12 0.72 72.44 2.99 0.76 75.59 1988 2.18 3.42 0.64 63.74 3.12 0.70 69.87 1987 2.10 3.10 0.68 67.74 2.69 0.78 78.07 1986 2.02 2.90 0.70 69.66 2.90 0.70 69.66 1985 1.94 3.11 0.62 62.38 3.11 0.62 62.38 1984 1.77 2.62 0.68 67.56 2.65 0.67 66.79 Mean 68.23 78.20 Analysing dividend policy of FPL Group we could track some major steps, which leads company to that decision. From table 1, the number shows that FPL has paid very high dividend comparing to the earnings.
As a manager, my responsibility is to provide executive management with in-depth analysis reports detailing any adverse trends that could expose the credit union to potential risk. My career goal is to become a senior vice president of lending. A senior vice president would be responsible for additional departments within risk management. Other career goals include, gain experience and knowledge in secondary marketing, mortgages and treasury. Promotional Opportunities for Career Growth Until approximately two months ago before changes were made in risk management, promotional opportunities for my career growth at TWCU were foreseeable.