Belot Enterprises Case 1. Auditor David Robinson’s suggested compromise on the review of the Belot’s interim financial report (second quarter-from April1 through June 30) is appropriate. Because Belot Company has been struggled to survive in a mature and intensely competitive industry for several years, and the company has planned to implement an organizational Nail the Number campaign from April1 through June 30 to boost its quarterly operating income by 100 percent so that Belot Company will not be eliminated by its parent company, Helterbrand. During those three months, Belot Company has made many changes on its operation activities, such as products line, sales program, cost-cutting initiatives, and its accounting measurement, etc. Belot’s accounting general manager, Zachariah Crabtree decided to change the accounting method from “conservatism” to “precise point estimate” to record the company’s major discretionary accruals during its second quarter financial report; therefore, the company operating income dramatically has been increased 140 percent higher than the second quarter of prior year.
We must also expand sales to our newer customers by utilizing public relations activities, trade shows, brand development, and sales force promotions. These changes and implementing our recipes to reach our goals will help us reach our goals on a steadier track. Sixty percent of our incremental sales will come from our existing customers by the end of the year. We must take a consultative sales approach to understand the current needs of our customers and anticipate their future needs as well to satisfy and keep our existing customers. The other forty percent of our sales will come through new customers, therefore we must reach these new customer through trade shows and leverage market research reports.
Corporate Actions We have successfully completed the initial set-up of our company and can now focus on achieving profitable operations and sustainable growth. Carpino Company proposes the following plan of action to achieve this goal. • A new manufacturing line will be introduced in the upcoming fiscal year to produce 80% of the company’s packaging and shipping supplies. This is expected to reduce cost of goods sold by 30% and operating expenses by 20%. • Negotiations with several of our supply chain partners are currently underway as part of our efforts to further reduce the cost of goods
They have one of the best customer services by having stores that you can take your apple product in to and they’ll try to fix it in 10 minutes or they give you a new one. This is what customers want from a business that takes hundreds of pounds off of them. Apple’s bitten apple logo is recognised around the world. Each year they release a product that’s near on the same with just a few added features but still millions of people buy them, this is because of their renowned reputation in the phone market. Apple use relationship marketing when it comes to their customers as they take personal details such as address, phone number, email etc.
America’s Favorite Store to Be Ron Johnson became noticeable for his retail, over a span of 15 years, when he became Vice President of Merchandise at Target. He later joined Apple, became Senior Vice President of retail operations, and was responsible for Apple’s retail success. They went from having no Apple stores in 2001 to having over 300 stores, in different locations. Ron Johnson is taking on a new, tougher challenge; he is now the new CEO of JCPenney. His objective is to not only improve, but to transform the entire corporation and give the customers a better experience.
* Introduce new product range every 3 months by researching competitive suppliers. * Customer incentive to increase sales e.g free delivery for orders over £50. * Increase profit by 15% in the next 2 years. * Increase amount of customer by 5% in the next year. I will gather market research for example through online feedback; this means we can improve customer service through feedback areas.
From 2002 to 2006, Whole Foods’ management team decided to drive growth by opening 10 to 15 large stores in metropolitan areas each year. Their stores range from 40,000 square feet to 70,000 square feet which were on the same scale as larger supermarket chains. Due to the economic conditions that hit in 2008, the company had to scale back their new store openings. In order to keep opening new stores in profitable areas, management will have to research and target each new opening into areas where Whole Foods can offer their products to willing buyers. Keeping these stores located in larger metropolitan areas will reach more potential customers who are willing to pay the price for organic
The Presidential Election is in its final days, the biggest concern with the American people is which candidate could create more jobs and help build the economy. Each candidate will propose their plans that will bring the economy and unemployment levels up. After serving 4 years in office, President Obama has prevented another depression. It is a work in progress for the President, and will continue to make improvements if elected another term. Obamas running mate Governor Mitt Romney brings his experience in business to convince voters he will deliver the change they need.
Apex should look at the recent ten percent stigone profit loss and re-align their market to fit the stable and growing $40 million oxidizers market, a market they currently have a high dominance in. Apex should consider their strengths in the marketing, research and distribution in the oxidizer segment; this will exploit their economies of scale through likely shared infrastructure for sourcing, manufacturing, logistics, and customer service (pg 49). While they may feel they have a superior product with Compound A-115 Moore states “companies that take a smorgasbord approach to innovation types reduces rather than increase differentiation” (pg 44). With compound A-115 Apex will also have to consider the switching costs of currently satisfied Hamfield customers. Apex should consider beta entry as an application innovation and a line extension to its current stigone market.
Final Report February 23, 2013 Bizcon Team C Executive Summary In the next three years this strategic and marketing plan will be a guide to assist CanGo in increasing sales, decreasing costs, and targeting more new markets. Our focus is to meet the needs of our current and future customers. Currently according to ReportLinker, by 2015 the ecommerce market will generate somewhere from $700 billion to $950 billion. Our company would like to show CanGo how reorganizing the company including decreasing warehouse space and inventory, implementing a better technology support team, and updating software on servers will help CanGo become one of the leading e-commerce business in the world.