Journal entries 1 February 2014 RM RM 1. Dr Ordinary Share Capital (1/4 x 120) 30‚000 Cr Purchase of own shares 30‚000 2. Dr Purchase of own shares 37‚500 Cr Bank (30 x 1.25) 37‚500 3. Dr Retained Earnings 30‚000 Cr Capital Redemption Reserve 30‚000 4. Dr Share Premium 7‚500 Cr Purchase of own share 7‚500 5. Dr Treasury shares (3/4 x 120 x 1.25) 112‚500 Cr Bank 112‚500 1 April 2014 6. Dr 8% Debentures
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Journal Entry #1 How you see yourself; how others see you If I had to describe myself‚ I would describe myself in 4 different ways listing my physical‚ intellectual‚ social and emotional characteristics. I would also list my strengths and weaknesses‚ my self-image and things I would like to be different about myself. Physically‚ I have brown eyes and golden blonde to brown hair. I do not have a fit build‚ nor am I skinny. I am a little over an average build but I would not describe
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Entry 1- My father is dead‚ and I am in shock. I do not know why he was killed and that makes me very curious to find out why. I am deeply depressed. My father was a great man who loved the country of Denmark. He was a great King; trusting‚ loyal‚ a man with a loving heart. I sit here and wonder why my mother is to be married to Claudius. My father has only been dead a month. Is that long enough for her to grieve? It seems to me that one month is not long enough to grieve for ones husband.
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Zara: Case questions 1. Coordination of a supply chain is always important. However‚ such efforts are usually initiated by certain parties. For the global apparel industry‚ would it be more suitable for downstream or upstream parties to be the driver of the coordination? Motivate your answer with the use of two important characteristics of the apparel industry. 2. Clearly Zara has a strong relationship with all parties within the supply chain. a) Which of the following retailer-supplier relationships
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The objective of this paper is to analyze and evaluate the operations strategy of Zara. To do this‚ it will be used the operation strategy matrix‚ that defines on the vertical side the performance objectives of the company and on the horizontal side the different areas in which decisions can be made. The intersection of both will show which the critical areas of Zara’s operations are. In order to reach a deep level of analysis‚ it is very important the task of defining both the performance objectives
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Case Study # 1 – Zara / Due 10/13 – 10 pts / Professor Conrad Zara is one of the world’s largest and fastest growing apparel retailers‚ owing to a unique blend of business practices and an internal culture that many might say run “counter-intuitive” to those of competing U.S. retailers. More recently‚ however‚ industry analysts have started to suggest that the “fast fashion” business model that has made Zara so successful over the past decade has run its course and the very notion of disposable
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NON-TARIFF BARRIERS Kunj Baheti Roll no.: 6 Prof. Mrs. Amita Johnson M.com‚ M.K.S College University of Mumbai INDEX 1. Introduction 2. Types of Non-tariff Barriers 3. Examples of Non-tariff Barriers 4. Impact of Non-tariff barrier on International trade 5. Non-tariff Barriers in India
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Rubio Malo de Molina | [Case Study – ZAra] | Marketing Management – First Assignment | Contents Case preparation 3 - Write a brief synopsis of the company background 3 Questions to answer: 4 - Explain the evolution of fashion market (product‚ environment‚ target…). 4 - Which are the most important differences between “Marketing orientation” and “Market Orientation”? What do you think is better nowadays? 4 - Why Inditex and Zara is a paradigmatic example of market orientation
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CASE STUDY ANALYSIS ZARA: IT FOR FAST FASHION Introduction The success of Zara in apparel manufacturing and retail business started from their belief that customers taste in fashion is hard to predict. Zara’s strategic intent to respond quickly and accurately to the fastchanging market demand has become the basis in building their core competency of highly responsive supply chain. This supply chain enables Zara to quickly capture the unpredictable market demand‚ shorten the turnaround production
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Zara – vertical integration 1) How is Zara organized with respect to its vertical integration and outsourcing decisions? What governance structure does it appear to follow? -It is divided by 60% in-house and 40% outsourced. The in-house represents the more complicated ‚complex‚ trendy designs‚ while the outsourced remains with the labour intense activities (sewing) and basic designs such as men’s dress shirts and accessories. - It follows a decentralized decision making process based
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