However, this may also go against them because without stores there sales will be lower than they could be if they did own shops. The website also helps to increase sales revenue as it is bright and eye-catching that could encourage people to buy their products. The website also helps to increase sales revenue as the delivery service offers free global shipping, which could increase sales exponentially. However, this does have exceptions as it does not deliver to some countries. ASOS also add 1790 new clothing lines a week and already have 50,000.
Financial Analysis * The tax rate is approximately 30% 5.618.8=29.79% 5.418.1=29.83% 5.418=30% * Based on the industry average, a sports store of similar size should be making around $21000 or 67% more profitable than Rhodes’ store. * Assuming the lots are of the same size and bear the same tax burden, if the unused lot is sold off property taxes would be reduced by $6000 at the 2008 rate. All else being equal, this would increase net profit by 6000×0.30=$1800, for a total of $14400. Profit as a percentage of sales would increase from 2.1% to 2.4%. * Of the $18400 Rhodes made in mortgage payments last year, $8000 was interest.
Analyse the impact of budgeting changing… Impact of changing Ms.Wangs expenditure and income is that in Wang 1 she was earning less cash sales then in the revised. An example of this is in sales during the month of February the total was £2000, and then in the revised she sold £2051 so she gains an extra cash sales of £51. This is favourable for Ms.Wang as she has gained money. Budgeting has enabled Tidy Team to gain more sales, which means more of a cash flow forecast. Throughout the months January to December all of Tidy Team’s cash sales were favourable.
The Fashion Channel Purpose of Analysis: Increase revenue from advertisement for The Fashion Channel (TFC) Market Segmentation: Segments | Cluster size (in %) | Demographics | Attitude Drivers | Fashionistas | 15 | Female, 61% Income>$100K, 30%,18-34, 50% | Think lot about fashion | Planners and Shoppers | 35 | Female, 53% 18-34, 25% | Enjoy shoppingStay up to date | Situationalists | 30 | Female, 50%,18-34 30% | Enjoy shopping for specific needs | Basics | 20 | Female 45%Male 55% | Do not enjoy shopping at allDo not spend much time | | Favourable | Unfavourable | Internal | Strength 1. Dedicated network for fashion 2. 24X7 coverage of fashion 3. Accessible to all cable customer | Weakness 1. Low customer awareness and interest 2.
If you choose 40 random employees from the corporation, the standard error would equal 6/Square root of 40 = .95 days. The 12 days in this department corresponds to (12-8.2)/.95 = 4 standard errors above the corporation average of 8.2. This is much higher than two or three standard errors, and it appears to be beyond chance variation. Chapter 9 Exercise 3 The p- value tells you how likely it would be to get results at least as extreme as this if there was no difference in the taste and only chance variation was operating. In this problem, p-value of 0.02 means that, if there is no difference in taste, then there is only 2% chance that 70% or more people would declare one drink better than the
Date: May 25, 2013 To: Lead Economist Laura From: Subject: GE273 Unit 8 Report for Researcher Molly Market researcher Molly needs to select the best advertising strategy for her client Fuse Soda Company. Fuse’s main rival is Frantic Soda, and Molly understands that the effectiveness of Fuse’s advertising depends on how Frantic reacts. If both companies choose to hire a celebrity spokesperson, neither market share, but both experience a 10% increase in profit because the celebrity promotes stronger sales. If only one company hires celebrity, that company enjoys improve market share (a 15% increase) and higher profit. The company that does not hire a celebrity loses market share and experiences a 20% decrease in profit.
Through a thorough cost analysis and weightage of pros and cons of three alternatives, the team recommends to use an NVOCC (Non-Vessel operating common carrier) for small shipments which will lead to a lot lesser lead times and will help reduce costs as well. Along with this, the recommendation is also to increase packing efficiency for company’s already in use 20/40-feet containers. Currently the packing efficiency is 85%, and just by making it 95% the cost saving is $ 253,863.89 annually which will increase as total shipments are forecasted to grow by 15% for the next 5 years. Issues: The major issue identified in the case is to reduce the expenses on consolidated shipments from china overall increasing the supply chain efficiency. This issue is in fact more of an opportunity and the opportunity is to reduce the variable cost associated with the consolidated shipments as the estimated growth in shipments from China and Taiwan is 15% per year.
Despite year on year fluctuations, Walsall tPCT is still on track to meet the 2010 target. How Walsall Compares Cancer mortality in the under 75s has fallen slightly faster in the West Midlands as a whole and in England than in Walsall. This means that the inequalities gap between Walsall and some other West Midlands districts and the national average has widened. In 2003-05 the Walsall rate remained 10% higher than the England average rate (14% higher for men and 4% higher for women). Eliminating the inequalities gap would save an additional 33 lives per year in
3). And lastly, Zara offers customers “trendy” clothing styles with approximately 11,000 new items per year, which is by far the most in the industry (McAfee, Pg 7). Furthermore, “Zara: IT for Fast Fashion,” presents a case of 2003 where focus revolves around whether Zara should keep the current IT infrastructure and operating system they used for their point-of-sale (POS) where “[it’s] not broken. Why are we trying to fix it?” (McAfee, Pg. 1).
‘Fast-fashion’ can be defined as a quick response to up-to-date luxury fashion trends in an affordable price, which meets the deeply held desires for young customers (Joy et.al, 2012). The store expansion has continued at several places, such as Denmark, the United States, Great Britain, also in several European Countries like Spain, Germany (Barman and Petersson, 2002). In order to sustain the growth rate of H&M, the CEO, in 2011, invested more stores and opened another 218 stores on the Champs-Élysées in Paris to strengthen their brand and ensure the future expansion. Following that, in the next few years, another 230 stores were established, involving 35 in China (Regnér and Yildiz, 2014). H&M has become the global leader in the ‘fast-fashion’ section, owing to its’ distinctive business approach which enhance the competitiveness.