SciTronics had a total of $ 102,000 (75,000 + 27,000) of capital at year-end 2008 and earned before interest but after taxes (EBIAT) $ 16,120 (avg. tax rate = 38%) during 2008. Its return on capital was 15.8% in 2008 which represented an increase from the 8.7% earned in 2005. 4. SciTronics had $ 75,000 of owners’ equity and earned $ 14,000 after taxes in 2008.
Creemore risks damaging existing customer relationships and being unable to fulfill demand from fully engaged partners if capacity is not increased. Exhibit 3 outlines total brewing capacity in Ontario by brewery, for a total capacity of 24.750 million hl. Creemore’s expansion to 50,000 hl remains insubstantial in terms of the overall beer market place The cost of expansion of $3 million dollars while not negligible is manageable. Depreciated over 10 years, the annual cost to operations of
Tootsie has approximately 15,000 customers including grocery stores, dollar stores, vendors, and super markets. Tootsie’s brand included many candy bars such as Tootsie Roll, Tootsie Pop, Charms Blow Pop, Junior Mints, Andes, Sugar Daddy, and Charleston Chew. Tootsie employs approximately 2,200 individuals and is an equal opportunity employer. Tootsie’s sales are usually stable throughout the whole year with a sharp increase in sales in the third quarter. This spike in sales is greatly attributed to the Halloween holiday.
Cash flow Growth: 8%. Dividend Yield: 2.90%. Dividend Growth: 9% (Alden, 2011). Coca-Cola has additionally grown offering 14 brands to the company making a profit of $1 billion or more in annual sales, the company sold $25.5 billion unit case and had revenue of $35.119 billion in 2010 (Alden, 2011). Coca-Cola has grown its’ revenue rapidly over 5 years, this brought about an important highlight for the company in between 5 years, so the company earned about 8.5% in annual revenue growth.
Threats encumber an organization from realizing its objectives. The main risk facing Bolthouse Farm is the fierce competition from other local juice stores. With the increasing advent of bars, people prefer these smoothies, which are customized according to their preference. The impact poses a significant threat to Bolthouse farms since their smoothies are standardized. In 2011, bars/cafes grew by 4% in terms of current value to reach sales of 4.7 billion dollars of which 15% is revenue from smoothies sold in Canada bars.
| Total stockholders’ (shareholders’) equity | 17325 | 21,744 | Not many corporations can boast of a 100 Year rivalry. The beverages industry witnessed such intense competition between Coca-Cola and Pepsi-Co That one can say that the competition between the corporations was, and still is so intense it could be likened to sibling rivalry, albeit a very serious one since finances are involved. The product offerings of both companies are so similar, that if one were to remove the brand names from their respective products, an individual would not be able to distinguish one from the other. The companies not only compete in soft drinks, but also have branched out to other beverages including coffee, juice drinks and even water. If Pepsi were to offer a new product it wouldn't be surprising to see Coca-Cola follow suit.
PG0-008 MAY 16, 2011 TEACHING NOTE Grolsch: Growing Globally Case Synopsis Grolsch reassesses its international strategy in light of the company’s recent acquisition by SABMiller, the world’s second largest brewer. Grolsch was the 21st largest global beer brand, sold 51.5% of its volume in international markets, and exported to 70 countries. However, its poor profitability in international markets, four countries alone accounting for two-thirds of foreign sales, and churn of markets and distribution partners raised concerns about the company’s international strategy and execution. Grolsch’s 60 years of history in foreign markets provides a rich backdrop to introduce a range of international strategy topics including: performance assessment, rationale for expansion, market selection, and choice of entry mode. Suggested Assignment Questions 1.
(2) * Nevada was ranked number by growth in number of nonprofit theaters from 1990-2005 (3) * Based on an adult population (18+) of 185.8 million, an estimated 25.1 million U.S. adults attended live stage plays in 1992, compared to 20 million in 1982 when the adult population was 164 million. (3) * Great Recession losses were swift and measurable: The two-year decline in the Index, from 2007 to 2009, was twice as large as the gains made during the preceding four years, between 2003 and 2007 (4) * The arts industries continue to follow the nation’s business cycle: While it may be no surprise
Corona Beer: From a Local Mexican Player to a Global Brand. Questions 1) Based on your analysis of the global beer industry and Grupo Modelo’s situation, what problems and issues does the company’s top management need to address? Grupo Modelo faces various problems and issues in the beer market in regards to competing effectively amongst the competitors. The company is falling short to catch up with consumer demands and hence Grupo Modelo has not foreseen the demand which is now generated among the beer drinkers target audience. According to the case, as we see above in exhibit 1, Corona has become one of the world’s top ten selling beer brands and Corona Extra has turned out to become the top selling imported beer in the United States according to exhibit 2, even though the company has allocated $300 million to renovate its production facilities, they have to make sure to distinguish which brand would be the winner and how the company could execute their plans to sell that winning brand in various markets around the world.
Since then company revenues have increased from $1 billion to $4.5 billion [2013] and profits have soared to $1.5 billion before tax. The company's share of the world toy market has doubled from 2% in 2004 to over 5% in 2012. LEGO has overtaken HASBRO as the second largest toy manufacturer in the world. ! !