RUSSIAN BUSINESS CONTEXT FINAL ASSIGNEMENT GAZ Group Russia: the Gazelle light commercial truck 1. What were the major challenges facing Bo Andersson when
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MEMORANDUM TO: Mariott Corporation Board of Directors FROM: Chanunnett Manoonpong‚ Rennick Palley‚ Zhihui Zhang‚ Aaron (Jialin) Zhong DATE: August 22nd‚ 2013 ------------------------------------------------- RE: Mariott Corporation Capital Structure ------------------------------------------------- Marriott Corporation‚ with its comparative advantage in hotel development and management‚ has expected excellent future growth and profitability. Such increase in sales might bring in extra cash
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average client who receives treatment or intervention improves more than two-thirds of people who do not receive counselling (Landman & Dawes‚ 1982). This has supported the general efficacy of counselling interventions. Despite reviews of outcome studies negate claims of superiority for any one approach (Wampold‚ Mondin‚ Moody‚ Stich‚ Benson & Ahn‚ 1997)‚ evidences have shown the superiority of particular counselling approach with some problems or clients (e.g.‚ Beutler & Harwood‚ 2000; Paul & Menditto
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■ The Brita Products Company ◎ SWOT Analysis Strengths Market leader in pitcher filter category‚ strong brand image Large retail distribution system‚ presence in multiple channels (“Class to Mass”) Loyal customer base‚ repeated purchasing replacement filters Strong advertising and brand image‚ waterfall equals good‚ clean taste Weakness Slowing growth in pitcher market Lack of product diversity Change in customer preferences‚ deficient attention paid to health concerns
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Using the target debt ratio of 60%: βTs = βu (1 + (1 – τ) D/E) = .8(1 + (1 – .44) (.6/.4)) βTs =1.47 Using CAPM: rf = 8.95% long-term rate on U.S. government bonds (rm – rf) = 7.43% average 1926-1987 rE = rf + βTs (rm – rf) = 8.95% + (1.47)(7.43%) = 19.87% Cost of Debt rD = government bond rate + credit spread = 8.95% + 1.30% = 10.25% WACC = (1 - τ)rD(D/V) + rE(1 - D/V) = (1 – .44) (.1025)(.6) + (.1987)(.4) = 11.39% WACC for Marriott= 11.39% WACC for lodging division = 9.25% WACC for restaurant
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room-hour Test room burden Total cost ICA $917 $183.40 8.5 10 $1‚664.69 $2‚765.09 ICB $2‚051 $410.20 14 26 $3‚815.14 $6‚276.34 CAPACITOR $1‚094 $218.80 3 4.5 $696.86 $2‚009.66 AMPLIFIER $525 $105.00 4 1 $365.99 $995.99 DIODE $519 $103.80 7 5 $1‚006.53 $1‚629.33 Total $13‚676.41 Q4 The Seligram‚ INC. should consider consultant’s three-overhead-pool system. Though cost of five components are not necessary lower
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Chapter 4 Case Study “Google In China” 1. What philosophical principle did Google’s managers adopt when deciding that the benefits of operating in China outweighed the cost? When deciding whether or not to operate in China‚ a utilitarian approach was clearly adopted. “Utilitarian approaches to ethics hold that the moral worth of actions or practices is determined by their consequences” (Hill‚ 2009‚ p. 144). In 2002‚ Google was unexpectedly blocked by the Chinese for two weeks. When it was finally
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An expense is normally incurred by a firm to generate sales‚ e.g. promotional expenses which are selling expenses which are directly related to the generation of sales. Most of the expenses normally form a part of operating expenses and are included in ‘cost of sales’. It may either be raw materials‚ labor‚ etc.‚ or capitalized assets which are either depreciated or amortized over a period of time. These are known as matching costs. The other types of costs are ‘period costs’ which are mostly mentioned
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MARKETING STRATEGY Ryanair case What is your assessment of Ryanair launch strategy? From my point of view‚ the strategy implemented by Ryanair was perfect because it is focused on capturing those passengers who have the price as the main criterion in choosing the mean of transport. There is a wide difference between the fare of the air companies with the ferry or rail giving rise to another variables‚ as comfort or no time‚ do not influence by the time of the decision-making. However‚ Ryanair
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• If Franchisees buy things from informal sources or the above confinement on wellsprings of supply is unenforceable‚ sovereignties are forced or (if eminences are as of now part of the framework) balanced upward significantly to compensate for lost income at the Franchisor/partner level. • If Franchisees don’t get deals/item buy shares‚ they can lose their regional rights‚ be ended and/or ineligible for reestablishment. • If you are uncomfortable with the working association with a Franchisee
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