Over a five year period, starting in 2005, Lincare has reduced their ratio from 40.6 to 39.6. Gentiva Health Services remained nearly the same with a ratio of 57.1 in 2000 down to 56.9 in 2009. From an efficiency standpoint, Lincare is converting their receivables into cash faster than its competitor. In addition, Lincare has outperformed their cash conversion rate from 2008 to 2009. Lincare’s conversion rate went from 14 days to 17.5 days which means Lincare’s cash flow generation improves year after
Has lost 4.1 million in the 4 years, shift in trends. Bud lite has been increasing by 7.8 million over the 4 years. Lowest light- 2009 to 2010 miller light. Then 2011 to 2012 coors light. Observe: the millers lite took the sales of Coors light.
SECTION 1: RESEARCH WORKFORCE REQUIREMENTSActivity 1 What is workforce mobilisation? Before organisations can even begin to formulate a workforce plan, they need to get an accurate picture of the workforce they currently have Workforce mobilisation can be used to address shortages and excesses. It is about mobilising the workforce from areas of low need to areas where staff are required. Sometimes this is done on a global level, moving employees between countries. Most successful organisation know how to mobilise the right people and move them around to meet the needs of the organisation the organisation.
The critical path is 6 months at a cost of $325,000, allowing your company to begin generating revenue in 6 months. However the ROI on this project is $250,000 over a 2- 3 year span. The company is looking at a revenue of about $100,000 for 2.5 years before
Omni Case Write Up Situation Gentech is an office equipment company that manufactures a variety of office equipment. It is the world leader in the industry with sales over $4.2 billion. They are an extremely important client for Omni and its annual purchases from the company occasionally totaled up to $800K. They have experienced erosion of market share and profit margin due to foreign competition, and have fallen behind in utilizing advanced electronics design and manufacturing techniques. For this reason they are modernizing and automating their manufacturing facilities over 5 years at a cost between $45-$60 million.
Total asset turnover for SciTronics in 2008 can be calculated by dividing $ 244,000 into $ 159,000. The turnover deteriorated from 1.58 times in 2005 to 1.53 times in 2008. 2. SciTronics had $ 66,000 in accounts receivables at year/end 2008. Its average sales per day were $ 668.49 during 2008 and its average collection period was 99 days.
Workforce Planning at Cameco 3. Discuss the major internal and external influences that are likely to require Cameco to review its workforce plans constantly to ensure it can meet its objectives. A workforce plan is a strategy set out by the business that forecasts the amount and type of employees that the company will need to employ to maintain or increase productivity. Internal A key internal influence is the type of employees that the company needs, Cameco review highly skilled workers in order to be able to offer a good service. If the company has low skilled employees than they will not be making the most out of their assets because there will be more wastage in production, this can result in an increase in the amount being able to provide to the public.
over the 3-year period from 2003 to 2005. Total assets dropped $1 million, or 3%, but remain near $35 million. The most notable asset change is the $500,000, or 8%, decrease in accounts receivable. However, cash did increase $200,000 which gives the company the opportunity for business investment in the coming fiscal year (“University of Phoenix,” 2006). A positive trend shows that total liabilities have dropped $1.7 million, which is accounted for by a $2 million, or 42%, decrease in long-term debt.
April 3, 2012 Mr. Tom Teas President Teas Nursery & Landscaping, Inc. Dear Mr. Teas: As an employee in the accounting department for 5 years now, I have noticed that while revenue for the company has remained the same over that period of time, we have actually experienced a decline in our repeat business. Because I believe in the quality of our work and want to make contributions when I see the opportunity, I would like to offer some insight on how I think we can increase our net monthly revenue by addressing this issue. Based on the information I have available to me, the causes of the decline appear to be related to a bottle neck in our design and installation activities. Specifically based on the current available workforce,
Regarding operating gains and losses, in 2005 Tiffany realized gains of 33.8 million versus 150.7 million in losses in 2004. However, more importantly, Tiffany & Co. decreased inventories in fiscal 2005 from 175.4 million to 43.6 million. This significant reduction in inventory expense within its cash flow operations aided in Tiffany’s substantial increase in cash reserves for fiscal 2005. Increased Inventories and Operating Losses in 2006 In comparison, Tiffany’s net cash reserves in 2006 decreased to 176.5 million from 393.6 in the prior year. The company’s net cash from operations also decreased from 262.69 million to 233.58 million in 2005, a difference of 29.1 million.