| Week 7 Case Study Fujiyama Electronics, Inc. | | | Observations | | Sample | | 1 | 2 | 3 | 4 | | | | | | | 1 | | 4.92 | 4.26 | 4.94 | 4.29 | 2 | | 4.65 | 5.54 | 5 | 5.42 | 3 | | 5.77 | 5.26 | 4.76 | 4.79 | 4 | | 6.25 | 4.88 | 5.66 | 4.44 | 5 | | 5.27 | 5.41 | 6.02 | 4.91 | 6 | | 5.22 | 5.38 | 5.08 | 4.65 | 7 | | 5.47 | 4.68 | 4.56 | 4.7 | 8 | | 5.71 | 4.54 | 4.17 | 4.87 | 9 | | 5.24 | 5.58 | 4.72 | 5.41 | 10 | | 4.42 | 5.18 | 4.79 | 4.73 | 11 | | 5.14 | 4.26 | 4.71 | 5.48 | 12 | | 4.92 | 5.78 | 5.5 | 5.05 | 13 | | 5.79 | 3.83 | 4.3 | 4.78 | 14 | | 4.92 | 4.8 | 4.75 | 5.59 | 15 | | 5.68 | 5.74 | 4.65 | 5.2 | 16 | | 5.43 | 4.81 | 5.27 | 4.96 | 17 | | 4.79 | 6.04 | 4.47 | 5.18 | 18 | | 4.43 | 5.08 | 3.69 | 6.43 | 19 | | 6.35 | 5.95 | 6.29 | 5.89 | 20 | | 5.03 | 4.66 | 5.25 | 4.46 | 21 | | 6.32 | 6.09 | 5.57 | 5.91 | 22 | | 4.3 | 5.47 | 4.27 | 4.34 | 23 | | 6.07 | 4.97 | 5.51 | 5.02 | 24 | | 5.11 | 4.9 | 5.91 | 4.66 | 25 | | 4.5 | 5.24 | 4.86 | 4.35 | 26 | | 4.91 | 4.79 | 5.74 | 5.03 | 27 | | 4.65 | 4.71 | 4.81 | 5.32 | 28 | | 4.7 | 5.5 | 6.04 | 4.3 | 29 | | 5.87 | 5.3 | 5.78 | 5.07 | 30 | | 4.41 | 4.75 | 4.95 | 5.11 | 1. Calculate X-Bar-Bar, R-Bar, and associated control limits using the data in the table above. 2. Create X-Bar•R (Average & Range) Control Charts from the data in the table above. 3.
Hiring Ratios Upon review of Tanglewood’s historical data for hiring and promotion I found that of the 4,764 total new hires, 82.9% were white, 16.8% were non-white, and 2.3% were African American. More to the point, as the positions within the company increased to Assistant Store Manager or Store Manager, the overall percentage of white hires to African American hires also significantly increased. Of the external candidates reviewed and hired for the Assistant Store Manager position a full 100% hired were white. These numbers suggest that the company did not meet the 4/5th ratio used in determining disparate impact, in other words, greater than 80% of the applicants hired were white. This number strongly suggests Tanglewood would be found guilty of disparate impact.
Table of Contents Tanglewood Case 3 2 Recruiting Guide-Sales Associate Purpose…………………………………………………………………………………….3 Link to Tanglewood Code Principles and Indicators……………………………………..3 Recruitment………………………………………………………………………………..4 Role Job/Analysis………………………………………………………………………….4 Role Profiling/Job Description Writing…………………………………………………...4-5 Competencies……………………………………………………………………………...5 Process……………………………………………………………………………………..6 Attraction………………………………………………………………………………….6 Internal/External Candidates………………………………………………………………7 Advertising………………………………………………………………………………...7-8 Applications………………………………………………………………………………..9 Selection……………………………………………………………………………………9 Assessment Methods……………………………………………………………………..9-10 Offer and Due Diligence Checks………………………………………………………..10-11 Expenses…………………………………………………………………………………..11 Induction………………………………………………………………………………….11 Open v. Targeted Recruiting……………………………………………………………...12 Data Table Summary……………………………………………………………………...13 Northern Oregon………………………………………………………………………….14 Tanglewood “Bottom Line” Metrics……………………………………………………...15 Proposal Paragraphs………………………………………………………………………16 Works Cited………………………………………………………………………………17 Purpose of this guide Tanglewood Case 3 3 This guide offers guidelines to those responsible for developing a recruitment and selection policy. It aims to provide a brief introduction to the subject and suggestions based on recognized good practice and the experience of those within the organization. The guide examines the various elements that might be included in a recruitment and selection framework and some of the questions that an organization may wish to address as they develop their approach. We do not aim to replace specific legal advice and all HR practitioners and managers involved in recruitment and selection are strongly advised to make sure they are aware of the legal frameworks within which
Case 2.3 Take- Two Interactive Software, Inc. Question 1. Financial Ratios Formula Used 2000 1999 1998 Age of A/R (365/AR turnover) 91.71 115.87 183.42 Age on Inventory (365/Inventory Turnover) 63.5 57.2 57.9 Gross Profit % Gross profit / Net sales 36.00% 29.70% 24.00% Profit Margin % Net income / Net sales 6.50% 5.30% 3.70% Return on assets Net income / Ave. total assets 8.60% 9.90% 8.70% Return On Equity Net income / Ave. stockholder's equity 18.3% 27.1% 30.20% Current Ratio Current assets /Current liabilities 1.41 1.28 1.3 Debt on equity ratio Total liabilities / Total stockholder's equity 0.88 1.72 2.08 Quality of Earnings Ratio Net operating cash flows / Net income -2.21 -1.03 -1.12% A/R Turnover (Net sales / Avg. AR) 3.98 3.15 1.99 Inventory Turnover (COGS / average inventory) 5.75 6.38 6.3 Red Flag 1: The major “Red Flags” would be the quality of earnings ratio. In this case, the quality of earnings for 2000 is -2.21, for 1999 is -1.03, for 1998 is -1.12 which is very low for an investment point of view.
Combined Account Statement Statement Period:from Nov 7, 2013 5:00:00 PM through Nov 8, 2013 11:06:18 AM User Name:sajida habib FXCMUK sajida habib house Trade account#:02184120 CLOSED TRADE LIST Ticket # Symbol Volume 3,000 3,000 4 4 4 Date 11/8/13 1:35 AM 11/8/13 2:19 AM 11/8/13 1:40 AM 11/8/13 6:05 AM 11/8/13 2:05 AM 11/8/13 8:15 AM 11/8/13 2:34 AM 11/8/13 5:49 AM 11/8/13 5:51 AM 11/8/13 8:15 AM Sold 1.69969 1.34204 1,311.18 1,309.08 1,311.62 Bought 1.69968 1.33996 1,310.10 1,309.99 1,309.58 Gross P/L 0.03 6.24 4.32 -3.64 8.16 15.11 15.11 Comm 0.00 0.00 0.00 0.00 0.00 0.00 0.00 Rollover 0.00 0.00 0.00 0.00 0.00 0.00 0.00 Adj 0.00 0.00 0.00 0.00 0.00 0.00 0.00 Net P/L Condition Created By d172180780001 d172180780001 d172180780001 d172180780001
Mix 16 Chaunceys, 12 Sweet Italians, 12 Bourbon on the rocks, and 18 Russian martinis. Total = 58 drinks. 3-18. Let Xi = number of workers starting work at period i (with i = 1, 2, 3, 4, 5, or 6) Objective: Minimize staff size = X1 + X2 + X3 + X4 + X5 + X6 Subject to: X1 + X2 ( 12 X2 + X3 ( 16 X3 + X4 ( 9 X4 + X5 ( 11 X5 + X6 ( 4 X1 + X6 ( 3 All variables ( 0 Solution: See file P3-18.XLS. Hire 30 workers.
Required exercise the political geography Barry Rachid 1- Harris 2- 5909 Fondren road , nine digits zip code :77036-2912 3- 0567 4- Precinct map 5- Not Hispanic white : 1419 22.14 percent Black : 1093 17.05 percent Hispanic or Latino : 2923 45.62 percent Asian : 810 12.64 percent Other : 162 2.52 percent 6- Northeast: 5815 Gulfton dr, lantern village 2bed room = 895 dollars Northwest: 7637 harwin dr, Bulletin board 2bed room=798 dollars Central: 5909 Fondren rd, coral club 2bed room=650 dollars Southeast: 6120 Bellaire garden, Bellaire garden 2bed room=980 dollars Southwest: 3737 Hillcroft, Hillcroft apartment 2bed room=700 dollars 7- Harris
MG 511 Strategic Marketing Case Study: Marketing Planning at ‘Just Us! Cafes’ Lecturer: Date: Ms. x 20th Dec. 2010 Name: Student No: Seánpaul Walsh X Contents: 1.0 External Analysis 1.1 1.2 1.3 1.4 2.0 Competitor Analysis Specific Competitor: Kicking Horse Strategy PEST Porter’s 5 Forces 3 3 4 4 4 5 5 5 6 6 7 7 7 8 9 - Internal Analysis 2.1 2.2 2.3 2.4 Value Chain Analysis BCG Matrix Revenue Analysis Geographic Concentration 3.0 4.0 5.0 6.0 7.0 8.0 9.0 SWOT Analysis Key Issues Strategic Alternative (A) Strategic Alternative (B) Strategic Alternative (C) Bibliography Appendices 2|P a ge 1.0 External Analysis In order to develop effective strategies Just Us Café’s are required to examine the external environment in which they operate. I have carried out the following analyses: Competitor Analysis Specific Competitor: Kicking Horse Pest Analysis Porter’s 5 Forces 1.1 Competitor Kicking Horse Kraft Foods P&G Millstone Nestle Lowblaws Private Label Just Us! Competitor Analysis Channels Coffee Shops, Gourmet Stores, Restaurants Stores, Universities Mainstream Mainstream Loblaws Stores Coffee Shops, Universities, Gourmet Stores, Supermarkets Coffee Shop Coffee Shop Locations West Coast, Canada Quebec & Ontario United States Canada & United States Canada & United States Canada Nova Scotia, Quebec & Ontario Halifax, Nova Scotia Nova Scotia-Halifax, Darthmouth, Upper Tantallon Nova Scotia GeneralWolfville(2), Halifax(21) Canada General, Nova Scotia(6)-Halifax(5) No. Shops N/A Mainstream Mainstream Mainstream Mainstream 4 Coffee Shops & On The Shelf 1 3 Coffee Shops Trident Bookseller & Cafe Java Factory Tim Hortens Second Cup Restaurant Coffee Shop & Retailer 170 360 As we can see from the above table, JU have several competitors across the line in the local market, Nova Scotia, and the wider market,
Competitor has better product (if applicable) This data was also normally distributed. 400 persons were randomly selected between the age group of 18-45 years. There is a 95% confidence that between 25.40-40.95 persons in each age group believe that MyTabs competitors have a better product. Appendix A Raw data used in the analysis n=400 age group 18-45 Age interview Yes (H1) No (H2) 18-25 72 27 45 26-30 84 51 33 31-35 95 58 37 36-40 82 52 30 41-45 67 46 21 Total 400 234 166 Appendix B Charts and Tables Appendix C Descriptive Statistics Descriptive statistics Yes (H1) No (H2) count 5 5 mean 46.80 33.20 sample standard deviation 11.86 8.84 sample variance 140.70 78.20 minimum 27 21 maximum 58 45 range 31 24 population variance 112.56 62.56 population standard deviation 10.61 7.91 standard error of the mean 5.30 3.95 confidence interval 95.% lower 36.40 25.45
Quantitative Business Analysis for Capacity Assessment INBA 6145 GROUP ASSIGNMENT COHORT – 55 TEAM – INNOVATION INVASION Merton Truck Company NAME | ID # | Kelly Jackson-Baynes | 814005354 | Crystal Manickchand | 814005353 | Ramona Balgobin | 814005540 | Sara Samuel | 806005295 | TABLE OF CONTENTS 1 CASE SUMMARY1 2 KEY ISSUES/CHALLENGES2 3 METHDOLOGY…..3-8 3.1 Steps Taken3-4 3.2 Case Model Calculations5 3.3 Lag Effects6 3.4 Models Done7-8 4 fINDINGS 9-11 4.1Model Choice9 4.2 Shipment projections based on model chosen10 4.3 Forecast Results11 5INTEPRETATION…..12-13 6CONCLUSION…..14 7APPENDIX…..15-26 1. CASE SUMMARY Merton’s Truck company president was dissatisfied with the company’s financial performance during a six month period January –June 1988. He suggested that something be done to improve the financial position of the company. Suggestions included changing the product mix or just stop making a Truck Model 101 altogether as it was not making a profit. Additionally, he also suggested that they outsource engines from an outside supplier to relieve the capacity problem.