We will put down $3000 each and the rest will be donations from friends and family. Our fixed assets are for continuing use, which is, office space, airline discounts and other fixed assets like office equipments and accessories and utility bills like electricity. Our variable costs will change because of the different activities of the business dealing with labor and advertising. Below we have our cash flow projection for the next five years. We estimated how many customers we need to breakeven each year.
In the event that the sales increase, the organization will create additional working capital, and can undoubtedly accomplish its yearly objectives. As stated by the organization's profit and loss statement, the organization must control its overhead costs and lessen its selling expenditures. After forecasting the five years sales there is an increase in sales from 15%, 10%, 25% and 50%. The gross profit will also increase every year from $697,428 to
Stimulation Review Cost cutting measures are the first portion of the simulation. These measures are implemented by a company to improve profitability and reduce expenses. Cost cutting measures may include reducing employee pay, lay off of employees, downsizing to a smaller building, changing hours of service, or changing to a less expensive health insurance employee plan ("Investopedia", 2015). Gilbert Sanchez set a target for cost saving in the amount of 900,000 in the first year. The EHC will receive $2,300,000 from managed care companies and Medicare in three months, but the shortfall at the business must be resolved first.
Change Management Plan MGT/311 March 12, 2014 Patricia Chatman Change Management Plan Team D has put together a change management plan for Riordan Manufacturing with regards to their sales objectives for the upcoming year. Riordan has put together a two year plan to increase their sales to $50 Million, which means groundwork must be laid to start achieving and moving towards this goal. Team D will go over the current power structures and the structures necessary to implement the changes that will take place, characteristics of the company’s culture as well as the effect of these with regards to behavior. In addition, as a team, we want to go over the potential sources of resistance, implementation strategies, and measurements of success.
FTRE Staffing looks forward to helping Tanglewood Corporation with their future staffing and consultation needs. Sincerely, Staffing consultant, FTRE Staffing Staffing Report One Table of contents: Page 1 Labor Requirements Page 1 Markov Analysis Information Page 2 Environment Trends Page 2 Staffing Strategies Page 4 Labor Market Representation Page 5 Memorandum Labor Requirements It is estimated that Tanglewood Corporation will require an additional 4997 employees next year to fill all vacant positions projected for the Spokane, Washington flagship store. It is estimated that there will be 4845 hires needed for store associate positions, 42 hires needed for shift leader positions, 105 hires needed for department manager positions, and 5 hires needed for store manager positions. This information can be seen below in the Markov Anyalysis Information Table. Markov Analysis Information Transition probability matrix | Current year | | (1) | (2) | (3) | (4) | (5) | Exit | Previous year | (1) Store associate | 0.43 | 0.06 | 0.00 | 0.00 | 0.00 | 0.51 | | (2) Shift leader | 0.00 | 0.54 | 0.16 | 0.00 | 0.00 | 0.30 | | (3) Department manager | 0.00 | 0.00 | 0.64 | 0.06 | 0.00 | 0.30 | | (4) Assistant store manager | 0.00 | 0.00 | 0.06 | 0.52 | 0.08 | 0.34 | |
Identifying Principles or Concepts After completing the “Applying Supply and Demand Concepts” simulation the following concepts and principles were identified: demand and supply along with equilibrium as microeconomic principles, and shifts in demand and supply along with price ceiling as macroeconomic concepts. The previous concepts were identified accordingly because microeconomics analyzes from the parts to a whole; therefore, supply and demand and equilibrium as the small parts that affect the whole. In contrast macroeconomics analyzing from the whole to the parts reflects how the concepts of price ceiling and shifts in demand and supply are larger outside factors that affect the smaller internal parts. Supply and Demand Curve Shifts In the simulation there were multiple examples reflecting shifts in the demand curve as well as shifts in the supply curve. For any supplier, a higher price is an incentive to supply more; therefore, as rental rates increased, the number of apartments GoodLife was willing to lease also increased.
If production is kept the same, the company is predicted to sell every unit produced which would avoid a stockpile of inventory and also safeguarding an extra 5,000,000 units in ending inventory in case sales go above 30,000,000. In the end, B.E. Company’s net income would increase by a substantial amount due to an increase in sales rather than an increase in ending
Tanglewood Case 1. According to the Tanglewood’s staffing data we know future HR requirements the numbers of employees that the organization will need in the future to produce its goods and services. Based on the data, we can estimate they need 8500 store associate, 1200 individuals to work as shift leaders, 850 individuals as department manager, 150 individuals as Assistant store manager, 50 individuals as store manager for the coming years. There are two parts that the company will concern about; one is internal workforce, other one is external workforce. The numbers of current employees will be available in the future, but the company is concerned with the exit of employees from the organization.
During this simulation we have a scenario where the property manager has to fix and solve the current vacancy issues with multiple complexes. We must analyze the first year on the simulation, where the complex had 2000 apartments, and the goal is to rent all of them. In order to accomplish this vacancy issue, the monthly rate must to be lower to attract new tenants to balance out the cost of the extra supply needed to service the apartment complex and to keep the quantity at a certain percentage. Susan Hearst, National Property Manager works for Good Life Management and has been working as a property manager for over fifteen years, in where her experience and skills is ready and prepared to handle any demand situation. The complex has two
The total amount of machines on-hand seemed appropriate for production, but the number designated to each product was altered since more units were being produced of C_Fad. Automation for Cake and C_Fad were left at 4.0 and 3.0, respectively. Under fiscal policies, since the cash was available, $2 of dividends was paid out and $3,000,000 of bonds was retired. Given that a new product was coming out this year, it seemed necessary to require 10 hours of training per employee per year to keep everyone up-to-date on the products. Lastly, as part of the company’s Total Quality Management strategy, $1,000,000 was put toward Channel Support, and an additional $1,000,000 was put toward CCE and Six Sigma