Jones Distribution Case Finance Team -13 Executive Summary: The Company Jones Electrical Distribution was founded in 1997. The company distributes and wholesales electrical components. It is a sole proprietorship owned by Nelson Jones who is looking for a new banking relationship that will allow him to receive a larger loan to sustain his business. Even though the company has been turning in profits‚ the ineffective collection practice‚ not availing trade discounts on time and ineffective
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Wal-Mart Stores‚ Inc. 1) Please describe the sources of Wal-Mart’s Competitive Advantage in discount retailing! The global player Wal-Mart operates in 14 different markets all around the world‚ serving 176 million customers every week. Today‚ the second biggest company of the world‚ concerning turnover which amounts to 312‚427 million US-$‚ categorizes its operational facilities into five divisions. Among those divisions are the Wal-Mart discount stores‚ offering convenience and low-priced
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its patients. While the typical recurrence rate for the hernia approaches 10%‚ the gross recurrence rate for all operations performed at Shouldice was only 0.8%. The average patient stay at Shouldice was 3-4 days‚ which was way below the normal 7-8 days for general hospitals. The patients needed 1-4 weeks of rest compared with 2-8 weeks for the general procedure. Compared with the $2‚000-4‚000 cost of the operation in general‚ the cost of the entire procedure at Shouldice was only around $900 (excluding
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Case 1 | Warren Buffet | Group 7 | According to the case‚ there are stock price changes for Berkshire Hathaway and Scottish Power plc on the day of the acquisition announcement. Also‚ the bid price for PacifiCorp is $9.4 billion. After knowing this announcement‚ Berkshire Hathaway’s Class A shares price went up and make them gained in market value $2.17 billion. In Berkshire and other investors’ point of view‚ After Berkshire takeover PacifiCorp‚ it might have a good development and future
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of inventory. Account affected would be cost of goods sold and inventory. 3. Related party transaction that could be material to the transaction valuation and needs to be disclosed as a related party transaction. Accounts affected would be equipment. 4. Employees performing work during idle time to save costs is a non-routine transaction that may end in materials‚ labor and overhead being incorrectly used on accounts. Account affected would be inventory‚ cost of goods sold. 5. Outstanding receivable
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1. Tanglewood currently uses traditional predictors such as work experience‚ education and interview‚ to predict whether a candidate has the characteristics to excel in the areas of citizenship‚ absence‚ performance and promotion. These predictors are proven to predict a future employee’s promotion potential. However‚ only work experience can also predict performance‚ the rest of the selection tools do not statistically predict citizenship‚ absence or performance. The worst statistical predictor
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3101 MSOM 3rd in-class Group Assignment (Mod B and Ch 4) Q1) 39) A linear programming problem that aims to minimize cost‚ has two constraints 2X + 4Y ≥ 100 and 1X + 8Y ≤ 100. Which of the following statements about its feasible region is true? (2-points) A) There are four corner points including (50‚ 0) and (0‚ 12.5). B) The two corner points are (0‚ 0) and (50‚ 12.5). C) The feasible region is triangular in shape‚ bounded by (50‚ 0)‚ (33-1/3‚ 8-1/3)‚ and (100‚ 0). D) The graphical origin (0‚ 0)
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Arnold Gesell developed some of the first milestones that children should meet. These milestones are called the Gesell Developmental Schedules. The schedule is supposed to be able to give the level of possible intelligence. Children who show early development were likely to have high intelligence according to the schedule. The schedule has fallen out of favor in regards to studying intelligence over the years. There is not enough proof to show that the schedules accurately measure intelligence potential
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points] a) The crash cost per day per activity [10 points] Activity A: Crash Cost = ($800 - $300) / (7-3) = $500 / 4 = $125 per day Activity B: Crash Cost = ($350 - $250) / (3-1) = $100 / 2 = $50 per day Activity C: Crash Cost = ($900 - $400) / (6-4) = $500 / 2 = $250 per day Activity D: Crash Cost = ($500 - $200) / (3-2)
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HOMEWORK2 (40 Points) SELECTED CASE STUDIES ANALYSIS This document has three short case studies that are considered classic. They are older but have timeless lessons. In addition‚ the case studies at the end of chapters 2 &3 of your textbook are good. Deliverable: Read these case studies carefully and develop a short report (2-3 pages) to discuss the key lessons learned from each and the similarities/differences between the case studies. It is best to use a table of the following format for
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