However, this situation would make the company incur more loss next year, which is about negative $ 293,586. In the mean time, Barb Shepard, the company’s owner, wants to sell the company soon, and she knows a purchase price would be determined by three main factors: the absolute level of profits, the rate of growth in profits, and future potential growth in the market. Barb Shepard also wants to reduce bank debts as soon as possible. Therefore, the company needs new strategic initiatives very much to improve operating profitability and move forward next year. Each of three vice presidents has rendered a separate and distinct strategic initiative, and they are “Introduce a new product”, “Increase promotion”, and “Raise prices and cut costs” respectively.
a) What are the consequences of telling the president of your gross miscalculation? In order to determine the sales and income projection, it is useful to forecast the budget based on prior performance of the company. The business performance of the current year will shows how the company is actually performed and this is a good indication to expect the company will perform better in future. As to obtain an accurate sales projection, we collected all the information from the company because each area of business operation might have a separate budget. For example, Fernetti Conductor has a specific budget for advertising, purchasing, sales production and cash budget.
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.
The internal auditors questioned why the two shipments were done before December 31, since the requested dates were in the following year. The shipments had a total value of $150,000.00. Another concern for the internal auditors was that there was no written agreement with United Thermostatic Controls to accept the early shipments and pay for them before they actually needed the merchandise. The internal auditors also discovered that Frank Campbell put pressure on the accountants to record the shipments to show the sales. Their concerns were discussed with
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).
It was expected that the sales of these cartridges will be the revenue generator for the company. Manufacturing Anagene had strategically decided to outsource the manufacturing of the workstations and partnered with Hitachi to both design and develop all future models that would help cut costs. However Anagene also built their own manufacturing plant to build the cartridges going with the principle that 70% of revenue would be generated by the consumables. The margins on these cartridges were expected to be far better than the workstations. Costing Anagene established its costing model based on projected future sales.
“I always ask them why they don’t follow up as instructed and the answer is always the same” says Payne, “They simply can’t get an appointment and when they show up at the clinic in person they are turned away”. Payne mimics the thoughts of Douglass regarding inadequate staffing and shorter clinic hours due to budget cuts and believes that these issues are a grim reality at all three clinics serving the Los Angeles area near LAC/USC. The Urgent Care Clinic operated within the LAC/USC ED itself is also unable to meet the needs of these patients even though it operates at full capacity. Payne confirms that, “Primary care is completely inaccessible for these underserved patients”. She is aware of a new “call back nurse” position being developed in the ED at LAC/USC to provide phone instructions for patients needing to return to the facility for tests and procedures.
Given their CEO’s sudden and unexplained resignation in January 2015, and their misstep evaluating the ability to penetrate their target market in California, we do not feel confident that their management has the ability or resources to cope with challenging risks their industry inherently faces. final
Case Analysis: Captiva Conglomerate I. Major Facts Captiva Conglomerate and its employees are unsatisfied with a subsidiary contractor S.O. Software (SOS). SOS’s inventory management system has caused excessive delays in Captiva’s distribution of goods and services by four month. This in turn further delayed the implementation of their regional and centralized inventory management system delay by ten months.
Patients will not buy or take medications if they can not afford it. Many patients who have lost their jobs and health insurance are avoiding prescription drugs or office visits due to there high costs. "People who have lost jobs are putting off preventive care and canceling routine visits, (Carter, R., 2002)" which is very bad because by doing that it will create there condition into more serious illnesses. It's very important to warn patients about dosage when money is tight because some patients split pills to make them last longer. Physicians can also provide free samples, substitute generics whenever appropriate, and refer patients to pharmaceutical company or government assistance programs