| (46‚000) | | |Trade Creditors | | 66‚000 | |Long-term Loans from banks |
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THE BUSINESS AND FINANCIAL PERFORMANCE OF PANASONIC CORPORATION AND ITS SUBSIDIARIES FOR PERIOD OF 1 APR 2008 TO 31 MAR 2011 Than Aung ACCA student reg: No. 1915848 Applied Research and Analysis Paper for B.Sc (Hons) in Applied Accounting Submission 23 (2011 November 1st to 21st) 6‚479 words 18 November 2011 ACKNOLEDGMENT I wish to express my heartfelt thanks to my mentor‚ U Aung Naing Maung Maung‚ B.Com‚ CPA‚ DMA‚ ACCA‚ Principal‚ Excellent Choice Professional Accountancy Training
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EXECUTIVE SUMMARY In December 2012‚ Nintendo Co.‚ Ltd introduced Wii U and hoped it can create another gaming sensation as Wii. However‚ not only Wii U is not as successful as Wii‚ the consumer’s confidence level is declining even in Nintendo’s home market – Japan. Wii U faces competitions from both direct (videogames) and indirect (social/online games and other entertainments) competitors. In addition‚ given Nintendo’s image‚ Wii U is perceived as casual game and received poor response from its
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research & development‚ their powerful marketing strategy‚ and finally their overpowering licensing & distribution strategy. By 1985 the home video game market was in shambles. After the oversaturation of the market with dozens of consoles and hundreds of mostly low-quality games‚ it was assumed that the home video game industry was simply a “toy fad” and becoming obsolete. By this time the door was wide open for Nintendo. This allowed Nintendo to establish high royalty licensing agreements with
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the video game pioneer Nintendo. The title of the case is Nintendo’s Strategy in 2009: The Ongoing Battle with Microsoft and Sony and was written by Lou Marino and Sally Sarrett. The case begins by describing how Nintendo faced serious competition from Sony and Microsoft in the video game market. As Sony had created the Playstation and Microsoft came out with the Xbox‚ Nintendo had taken a backseat in terms of new video game consoles. Through the years however‚ Nintendo had created many popular
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dominate the current market: Microsoft‚ PlayStation 3‚ and Nintendo. Furthermore‚ based on porter’s five forces‚ the threat of new entry is low. (Exhibit 2) Nintendo is outselling Sony 2 to 1 by going after customers currently out of the video game market share. This threat shouldn’t be as much of a concern as an opportunity; the two companies are competing in different realms. (Exhibit 3) Nintendo’s introduction to the 16 bit game system Nintendo delayed its introduction of the 16-bit system because
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Table of Contents Introduction The primary objective of this report is to provide a financial performance analysis of Marks & Spencer group plc. This will be achieved by a detailed ratio analysis on financial data available in latest annual report of the company for the year ended March-2013. The attention during ratio analysis will be on horizontal and vertical analysis as well as the comparison of these ratios with the industry. Moreover‚ the report will also give a brief business analysis
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we are going to explain the role of shareholders‚ directors and partners in the different types of business; and then we will see the importance of legal constraints on decision making within business organisations. 1- THE ROLE OF THE SHAREHOLDERS: There are no shares in the sole trader and partnership ownership; that is why shareholders do not apply in these two types of businesses. In Private Limited Companies‚ there must be at least two shareholders but no maximum number. The principal
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Background Information of IOI Corporation Berhad The group’s principal activity is manufacturing of oleo chemicals‚ palm oil refinery and palm kernel crushing. However‚ IOI divide their group activities into 5 segments; Plantation‚ Property Development‚ Property Investment‚ Resource-based Manufacturing‚ and Other operations segment. Plantation segments focus in cultivation of oil palm and rubber and processing of palm oil. Property Development is engaged in the development of residential and commercial
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Requirements for Valid Action at a Shareholder Meeting * Read statute‚ bylaws and articles * 1. Authority for the meeting * 2. Proper notice (or waiver of notice) * 3. Quorum * 4. Required number of votes cast in favor 1. Authority for Meeting * The meeting must be authorized * Look to statute and bylaws for authorization * Annual meetings MBCA §7.01 * Special meetings MBCA § 7.02 * Court ordered meetings MBCA § 7.03
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