1. Using budget data, how many motors would have to be sold for Waltham Motors Division to break even?…
HISTORY OF PRESENT ILLNESS: This is a 53-year-old black individual a patient of Dr. Shelton, who has had diabetes for at least six months, but he thinks it has been longer than that. He says his last known blood sugar was in the 300’s. He presents in the ER today with a foot ulcer since January of this year. He stated that it started with blisters where he had soaked his feet too long in hot water. He has had no eye examination for two years. There has been no surveillance of chronic complications of diabetes.…
1) Answer: H & M is a big clothing store which is related to retailing. This store retailing store is situated only in the urban areas, where they can attract more customers. H&M don't have any retail chain in rural areas.…
PA402: Employment Law Unit 3: The Employment Relationship - Shewin Memorandum Your Course Project: Read About the Shewin Memorandum…
While holding back tears in court, Wati Holmwood said he was sorry for running onto the playing field and that will now land him in jail. Holmwood will spend 2 months in jail after a 70-meter sprint at a 2016 Olympic football game in Rio before over 83,000 fans and was witnessed by millions of people on television worldwide.…
Thank you for taking the time to reach out to me. In addition to the fact that we loathe losing, there are two reasons why we are the best candidates for this case.…
Weyerhaeuser Company is the world's largest private owner of softwood timber and the world's largest producer of softwood lumber and market pulp. This diversified forest products company owns 5.1 million acres of timberland in the United States and license for 27 million acres in Canada. Weyerhaeuser also produces fine paper, containerboard, bleached paperboard, and a variety of wood products, and it is one of North America's leading recyclers of office wastepaper, newspaper, and corrugated boxes. The company is also involved in real estate development and construction, specifically single-family housing, residential lots, and master-planned…
Ans: Fixed location system and Tracking inventory system are useful methods for Vonkel to effectively manage their inventory.…
What are the benefits of debt for UST? How do you calculate the value of these benefits? Use a corporate tax rate of 38% to value the tax shields.…
Yes, good handle on cost structure – how to make high volume low-cost products and relate to volume sellers; operational efficiency and profitability – Newellization, solve fundamentals of cost structures to bring operating margins to 15%…
1. The Wilkerson Company is in the business of manufacturing valves, pumps and flow controllers. The company has been experiencing profit losses due to price reductions as a result of heavy competition in the pump category, which is considered a commodity product. In the valves category, Wilkerson seems to be a market leader with a loyal customer base. The valve business is less competitive, with no price reductions, and therefore the company has maintained its gross margin target while not compromising market share. Similarly to the valve business, the flow controller category is not as competitive as the pump industry, hence Wilkerson's ability to increase price by 10% without sacrificing volume. In addition, the company needs to take into consideration its increase in indirect expenses relatively to the direct labor expenses. All in all, the company has seen its pre-tax margin decrease from 10% to 3%.…
2). A related question: Would you conclude that Grolsch's current geographic presence internationally accurately reflects global opportunities for them? Be specific.…
Newell, manufacturer and marketer of basic home and hardware products, is a rather unrelated diversified company with more than 30 operating businesses. Grown over the years through many acquisitions, the company is facing one of her most important challenge: the acquisition of Calphalon (high-quality cookware) and Rubbermaid (plastic products). Both the acquisition were part of that period’s CEO’s plan to increase Newell’s strength on the market, and to boost the capitalization to $10 billion, in order to reach higher EPS and, in so doing, create more value for shareholders. Calphalon is a private high-end aluminum cookware manufacturer, distributed in department and specialty stores and with a new developing product line for the mass retailer Target. Analyzing Calphalon’s issues, it comes out that its acquisition by Newell (consisting in a process of related diversification) would create value for both companies. In fact we must consider all the valuable things that this cookware manufacturer has to offer to its acquirer and vice versa: new channels where to sell premium products, that is to say non-mass merchandise markets, without cannibalizing Newell’s products sold in mass retailer stores (remember that Newell owns other cookware manufacturers); enhancement of competitive advantage through skills sharing, like Calphalon’s expertise in developing pull strategies and building strong connection with final consumers; strengthen Newell’s reputation by acquiring a prestigious brand name, thus not only functional objects, but also emotional ones; existence of a still profitable market in which other competitors haven’t reached a real leading position yet. About this last point, it’s important to highlight that the acquisition by Newell is fundamental for Calphalon in order to reduce its prices, always 20% higher than its main competitor Mayer. According to the theory, if the diversification has solid foundation, it allows to…
There are various factors that are contributing to the interpersonal dynamics between Knowlton and Fester in their team. Bob Knowlton is a photon unit project head in charge of team. However, one day Bob felt that his leadership was at stake because a new brilliant scientist, Fester, was hired into the Simmons Laboratories and placed in Bob Knowlton’s work group. Fester demonstrated that his skills as a photon manager were, perhaps better than Bob’s. Jerrold, Bob and Fester’s boss, was extremely impressed with Fester and also was expressing that openly with the team. This made Bob feel intimidated that Fester was very sharp and competent and had solved some old problems, which were considered unsolvable by his team. He felt that Fester was slowly taking over leadership informal control of the team. As a result of this Bob may have lost some self-esteem and the respect of his team members.…
Both Union Carbide and the Indian government had the ethical obligation of non-maleficence; their obligation was to avoid harm to employees of the plant as well as citizens living in Bhopal. Additionally, Union Carbide and the Indian government had the ethical obligation to ensure that safety precautions were taken in daily operations of the plant as well as making corrections to known safety deficiencies.…