and 25% YoY to VND3‚128b and VND307b‚ respectively. Without the non-recurring loss‚ the company’s 9M12 net profit would have soared 43% YoY to VND368.2b. Gross margins expanded from 40.2% in 9M11 to 44.5% in 9M12. SG&A concerns abating. In our report dated 23 Aug 2012‚ we expressed concern about the continuous rise in KDC’s SG&A-torevenue ratio since 2009‚ though we acknowledged that it was partially due to an 80% increase
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DIGI ANNUAL REPORTS 2010 DIGI ANNUAL REPORTS 2009 Currency in Millions of Malaysian Ringgits As of: Dec 31 2008 Reclassified MYR Dec 31 2009 Restated MYR Dec 31 2010 MYR Dec 31 2011 MYR 4 Year Trend Revenues 4‚814.5 4‚909.6 5‚406.5 5‚964.0 Other Revenues 12.5 9.5 32.6 21.3 Total Revenues 4‚826.9 4‚919.0 5‚439.0 5‚985.3 Cost Of Goods Sold 1‚462.7 1‚574.7 1‚781
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Contents Part 1 Introduction 3 1.1 Business Objective 3 Part 2 Company Performance 4 2.1 Round 1 4 2.1.1 Discrepancy analysis 4 2.2 Round 2 6 2.2.1 Business Strategy 6 2.2.2 Round 2 Forecast 7 2.2.3 Discrepancy Analysis 7 2.3 Round 3 8 2.3.1 Business Strategy 8 2.3.2 Round 3 Forecast 9 2.3.3 Discrepancy Analysis 9 2.4 Round 4 9 2.4.1 Business Strategy 9 2.4.2 Round 4 Forecast 10 2.4.3 Discrepancy Analysis 10 2.5 Key Performance Indicators 11 2.6 Performance Evaluation
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Decision of Y11 This was the first decision within this game ‚ we tried to maintain the expected values of the investors and we succeeded in achieving good values within the performance objectives ‚ advertisement and Rebate offer were considered as competitive strength for the 3 Market segments ( wholesale ‚ private label and internet sales ) and the S/Q rating is considered to be competitive weakness within the 3 market segments ‚ so we have to concentrate more in improving the S/Q rating in
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Business GameServiceSim: Strategy During the month of January‚ Downtown Motors faced several problems. They had too much inventory‚ customer complaints‚ overtime‚ cost of emergency orders‚ … Keeping that in mind as service managers‚ we came up with following strategy to create a sustainable business. High quality and service at correct price Our customers will become our top priority. We already have a quite high customer satisfaction level but we would like to raise it up to at least 90 percent
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LSM545: The Application of Game Theory to Business Strategy Project Notes Course LSM545 LSM545_20121121_01 Student: Joeri Vertongen Instructor: Arun Sharma Content 1. Value Creation 2. Recommendation 2.1. Rival strength 2.2. Dictated by the Game 2.3. Relevancy of Rival’s Strength 2.4. Change the Game 3. References 3 4 4 5 5 6 7 2 1. Value Creation Anheuser Busch Inbev S.A. is the leading global brewer‚ they take great pride and care in brewing beers‚ and that’s also how they
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| FINAL REPORT – TEAM U TABLE OF CONTENTS Introduction CHAPTER 1 – The Great Illusion (Period 0 to Period 4) 1. The Context 2. The Strategy CHAPTER 2 – Fatal mistakes (Period 5 to period 7) 1. Context and Evolution of the market 2. Our strategy 3. Finance and Market Performances 4. Marketing mix Recap 5. Research & Development CHAPTER 3: The renaissance (Period 8 to Period 9) 1. Context & Evolution of the Markets 2. Our Strategy Key learning
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d80233e10vk.htm FORM 10-K Table of Contents UNITED STATES SECURITIES AND EXCHANGE COMMISSION Washington‚ D.C. 20549 Form 10-K þ ANNUAL REPORT PURSUANT TO SECTION 13 OR 15(d) OF THE SECURITIES EXCHANGE ACT OF 1934 For the fiscal year ended January 29‚ 2011 OR o TRANSITION REPORT PURSUANT TO SECTION 13 OR 15(d) OF THE SECURITIES EXCHANGE ACT OF 1934 For the transition period from to Commission File No. 1-32637
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I. Cyber Edz Internet Café Profile A. History An Internet café serves up a bank of computers with high-speed Internet access for public consumption. The customer gets charged by the minute or the hour‚ or might purchase a monthly pass. The Internet café might also serve food and beverages‚ but this isn’t always the case. One breed of Internet café that persists to a lesser degree is geared towards multi-player gaming‚ but generally cafés were intended for surfing the Net. That could mean collecting
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Food specialist F for everyone Annual report and financial statements 2009 Welcome to Morrisons We are the UK’s fourth largest food retailer by sales with an annual turnover in excess of £14bn. We have 382 stores‚ visited by 10 million customers each week and served by 124‚000 employees. What makes us different from other supermarkets is our own supply chain‚ our own manufacturing sites and ‘Market Street’. We make and pack our produce Fresh produce is washed‚ graded and packed in our
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