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.
Week Six Assignment Selling Executives On Project Management Table of Contents Introduction 3 Fundamental Reasons Analysis 3 Possible Strategies 5 Conclusion 6 Introduction The success of many organizations hinge on the organization’s ability to adapt to changes in technology, market and industry trends. This paper will discuss how Levon Corporation’s reluctance to implement project management functions kept them stagnant in the industry and almost a non-competitor to their peer organizations. Levon Corporation was unmoved in their position until they realized they were on a steady decline which resulted in them bringing in project consultant to listen to the benefit of implementing project management functionality in
The communities were these jobs were lost have been devastated. Families’ lively hoods have been broken, retirement pensions are questionable, and the revenue this company generates for the city in which it resides. According to CNNMoney.com the company has asked for an extension for the liquidation of their inventory until March 31 and they are only waiting for the courts approval. If this does not succeed stakeholders, stockholders, investors, and suppliers would be affected alike. Ethically I found it hard to believe that this happening in the United States and that our economies have become so terrible that the Circuit City’s in Canada are not closing and their profits are up.
The focus of the company was shifted to centralization; standardization of business processes, and new metrics for performance measurement was established. Due to such heavy prioritization on processes and profitability, Home Depot slipped on customer service and experienced loss of market share to its competitor Lowes. In 2007, Frank Blake was appointed to save Home Depot from plummeting further. Frank Blake and his leadership team turned back to the foundation principles on which the business was built- customer service and entrepreneurial culture. Even though there was a decline in sales due to recession, Home Depot was able to make a comeback by gaining market shares, aligning its business units and improving its information technology systems, merchandising, supply chain and employee morale.
Company Q references the high crime-rate areas of the two neighborhoods in which it served as the reason for closing those two stores. However, if you look further into the situation, it appears that Company Q mainly has only itself to blame for those store closings. Company Q cites that the two stores were losing money but gave no indication as to why they were losing money. Were they losing money because it took years to fulfill requests by customers for more health-conscience and organics products? Had those customers already found an alternative store that did provide the requested goods and in turn moved their business?
The firm recently purchased new equipment due to a fire which destroyed their previous equipment. The new equipment has increased their production capability making this new expansion possible. KEY ISSUES: There are a multitude of key issued used in the NPV calculation and decision to accept the project. Issue 1: Risk - Declining profit margins - Negative affect from A/R and A/P - Lander distributors not as creditworthy as current market - Eastern distributors and retailers lack of collateral to secure bank loans - Essentially financing distributors and retailers in the east - Capital expenditures and debt are increasing simultaneously - - lack of debt repayment structure - future liquidity may decline - pays dividends/ plans to increase them • Issue 2 Risk Free Rate - Rate: 8.25% - Calculated: page 3 footnote • Issue 3: Cost of Debt - 11% - Calculated: page 3, paragraph 3 • Issue 4: Beta - Beta 1.45 - Calculated: - unlevered industry beta 0.88 (yahoo finance) - applied BB’s debt to equity ratio to 0.88 (unlev industry beta) - Calculated firms beta using formula {levered beta = unlev beta * (1+[1-T]*[D / E]) • Issue 5: Cost of Equity - CoE ___% - Calculated: - CapM - Real German historical Rp of *-0.8%* during 1989 to 2014 - used DAX’s annual historical return • Issue 6: WACC - WACC ___% • Issue 7: Firms Growth Rate - BB perpetual growth rate at 2.45% -Calculated: - used Germany’s historical
Tootsie Roll Industries Inc. Loan Package In the current corporate arena, the steady decline of business has been evident with company closures, loss of jobs, and foreclosures on properties. For a business to survive in such a harsh environment, a sound business plan is necessary along with knowledge of the marketplace and the needs of consumers (The U.S. Small Business Administration, 2012). A company also needs to review operations to ensure its processes are efficient and cost effective. As a business expands and ages, it requires updating equipment that integrates advanced technology. The proposed plan for financing new equipment and technology will reduce costs, increase product gross margins, and maximize opportunities for dividends.
Recently, the market is on an uptake with its improving stocks & bonds. The light in a year-plus-long tunnel is bringing both hope and realization. The market improvement is also shedding a truth on a troubling facet of the economy, the 401(K). The realization Stephen Gandel, of “Time Magazine”, has highlighted in his article “Why It’s Time to Retire the 401(k)” focuses on the sad truth that 401(K) is not effective and thus can not be relied on. 401(K) has become ineffective because of the corruption of big business, the misunderstanding of and as a result a mishandling of the 401(K) accounts, and its correlating dependency on the market’s success.
Melissa Day HRM 587 Professor Stone Week 2 Images of Change November 8, 2013 Change frequently occurs in a company. That change can manifest itself in a change in leadership-like a new CEO, downsizing due to structural reordering, or acquiring new companies to improve business output and diversifying ones product line. From an employee (and for some members of management) standpoint change can cause fear and stress, because change shakes people from where they were comfortable and it asks them to do something different, something they may be uncomfortable with-however, the only constant in life (both personal and professional) is change. For my project, I have selected two companies that have undergone changes throughout the past year:
Research Paper Word Count: 1274 How successful can a company become before it is an economic danger for our country? That is the question a lot of Americans have begun to ask about the massive super store Wal-Mart. In a struggling American economy Wal-Mart thrives while smaller companies struggle and some even go bankrupt. There is always going to be companies that make it while others don’t, but when do American citizens need to step in and draw the line when one mega company like Wal-Mart becomes too powerful? With Wal-Mart using materials from other countries while its growing and expanding everyday it knocks out smaller businesses everywhere, which in turn hurts the economy and is literally a growing Monopoly in America, which we cannot