MEMORANDUM TO: President Barack Obama FROM: DATE: April 12‚ 2012 RE: Recommendations for Executive Action on Climate Change Introduction and Summary Chapter One of the National Research Council’s report‚ entitled America’s Climate Choices‚ begins with the following: “The United States lacks an overarching national strategy to respond to climate change.”1 The report recommends that the U.S. address this policy problem (in essence‚ a problem of omission) in part through a reduction of greenhouse gas
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which the Court can order that a company be wound up compulsorily. B.H McPherson defines winding-up as a process whereby the assets of a company are collected and realised‚ the resulting proceeds are applied in discharging all its debts and liabilities‚ and any balance which remained after paying the cost and expense of winding-up is distributed among the members according to their rights and interests or otherwise dealt with as the constitution of the company directs. S213 of the 1963 Act sections
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of $3.5 million with the Hudson National Bank to cover requirements for the Fall. They projected a repayment of the loan over the coming 12-month period. However‚ in September of 1995‚ the company required an additional $500‚000 more than had been additionally requested. In January of 1996‚ the company noted slackened sales as the reason they would be unable to repay the debt. In April of 1996‚ SureCut noted a further sales decline that would not allow them to be able to repay the remaining $1
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Subject: Hollywood Real Estate Development Recommendation I recommend that we invest in the project at Hollywood and Highland over the project at Sunset and Vine. The Hollywood and Highland project meets all five underwriting requirements for investment criteria‚ whereas the Sunset and Vine project does not have the same community support and as a result could encounter complications that could delay construction. Furthermore‚ the Hollywood and Highland project yields a five-year internal
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competitive advantage? Do/Did they have a sustainable competitive advantage? Is/Was the organization adhering to their strategy or deviating from it? Where are/were they strong? Where are/were they weak? If you were President of the organization‚ what recommendations would you make to ensure success with this strategy? NOTE: I have often heard people say‚ we need a new strategy. It is IMPERATIVE to understand that changing the strategy is a LARGE and CUMBERSOME undertaking. What they really meant was we
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GEELY Company Executive Summary Overview Mission and Vision Current state Motivation for going international Challenges in internationalization Positive and negative bring by internationalization Considerations Recommendation Reference List Overview Background Geely Holding Company is a Chinese automotive manufacturing company‚ which headquartered in Hangzhou‚ China. The company was established in the year 1986 by the founder named Li Shufu. The company major in manufacturing automobiles‚ motorcycles
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especially in the FMCG sector. The trends that we see‚ tell us the factors which are responsible for doing so. Indian business companies are presently busy expanding their current business portfolios. ITC introducing the dark fantasy range in biscuits to compete with Britannia forcing it to revamp Pure Magic and Bourbon. Product innovation taken by the FMCG companies has put their competitors to think and do something similar to hold a safe place in the market. We have seen in the recent past how
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Case: The Keyboard Company Question 1.1 PROBLEMS: • John Zoltan‚ founder of The Keyboard Company attended an executive seminar and based on his experience there‚ he decided to hire an outside OD team without adequately educating his management team as to the purpose of his decision and the implementation of this new division. • This has caused misunderstanding‚ • Lack of trust‚ and • Confusion within the company employee structure. • Some managers believe the group is using money from
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The Hexadecimal Company I. Problems A. Macro 1. Company resistance to change. 2. “Us” versus “them” view of practitioners forms company’s viewpoint. B. Micro 1. Professor/external practitioner ended too soon; did not provide direction or continuity. 2. “In-group” image perpetuated by OD group. 3. President too involved in details at beginning. 4. “Internal” consulting group was mostly outsiders and not accepted by the company at large. 5. OD group had little familiarity with nature of
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EXECUTIVE SUMMARY In the fast-paced World‚ companies are geared towards maintaining the stability of financial structure of the business to gain profit. In this case‚ Income Statement states that July sales had substantially increased than June but income in July was lower over June. This dilemma was cited by Terry Silver the new marketing vice-president of Landau Company. Over 38 years‚ company conveniently used Full Costing System for their Income Statement. The suggested shift in the
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