CHAPTER 12 ACCOUNTING FOR PARTNERSHIPS AND LIMITED LIABILITY COMPANIES DISCUSSION QUESTIONS 1. a. Proprietorship: Ease of formation and nontaxable entity. b. Partnership: Expanded owner expertise and capital‚ nontaxable entity‚ and moderate complexity of formation. c. Limited liability company: Limited liability to owners‚ expanded access to capital‚ nontaxable entity‚ and moderate complexity of formation. 2. The disadvantages of a partnership are that its life is limited
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Hill: International Business: Competing in the Global Marketplace‚ Sixth Edition V. The Strategy and Structure of International Business 14. Entry Strategy and Strategic Alliances © The McGraw−Hill Companies‚ 2007 229 14 Entry Strategy and Strategic Alliances Introduction Basic Entry Decisions Which Foreign Markets? Timing of Entry Scale of Entry and Strategic Commitments Summary Entry Modes Exporting Turnkey Projects Licensing Franchising Joint Ventures Wholly Owned Subsidiaries
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Individual Selected Case Analysis SAP® AG E-SOLUTIONS FOR THE NEW‚ NEW ECONOMY Electronic Commerce Management 671 Radford University April 2001 Karl Zartarian Individual Selected Case Analysis SAP AG: E-SOLUTIONS FOR THE NEW‚ NEW ECONOMY Contents Page I. INTRODUCTION 3 II. DESCRIPTION OF THE COMPANY 4 III. EVOLUTION OF THE E-BUSINESS PLATFORM 6 IV. DESCRIPTION OF THE INDUSTRY 8 V. ANALYSIS OF PORTER’S FIVE FORCES 10 VI. STEEP AND SWOT ANALYSIS 12 VII. BUSINESS MODEL 16 VIII
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Atlassian: Supporting the World with Legendary Service Dr. Tatiana Zalan‚ University of South Australia‚ Olga Muzychenko‚ University of Adelaide and Sam Burshtein‚ Swinburne University of Technology prepared this case solely as the basis for class discussion‚ rather than to illustrate an effective or ineffective handling of a business situation. The authors would like to acknowledge the contribution of Carl Hedberg of Babson College who collected the interview and other data in 2006. In late February
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CARPCS11_013145353x.QXD Case 1/18/06 8:41 AM Page 508 11 “In prior years we found customers somewhat cautious about supporting Airbus. This year it has become acceptable and‚ frankly‚ even stylish to laud Airbus and to chastise Boeing.” –Excerpt from Bear Stearns Analyst Report as reported in Fortune in August 1999 “We are not here to buy market share.” –Noel Forgeard‚ Chairman‚ Airbus Industrie‚ in August 1999 Airbus—From Challenger to Leader BSTR/046 BOEING’S NIGHTMARE
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Kapitel 4 Verhaltensprozesse Personallogistik Personalbeurteilung 1 2 3 4 5 6 Grundlagen der Personalbeurteilung Inhalte und Ziele der Personalbeurteilung Beurteilungsprozess Formen der Personalbeurteilung Beurteilungsverfahren Ausblick Verhaltensprozesse Personalbeurteilung 2 Warum? „Die Personalbeurteilung gehört heute zum unerlässlichen Handwerkszeug jedes Vorgesetzten und bezweckt verschiedene‚ vielfältige Führungsziele. Jeder‚ der mit Mitarbeitern zu tun hat‚ ob Meister
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International Business Environment Analysis for Geely plc. 1 International Business Environment II Module title: International Business Environment (P13KL9) Module convener: Lei Li Title: Critical Analysis of International Business Environment in UK and Malaysia : A Project of Geely plc‘s Foreign Expansion Group Name List GROUP NO. ID NO. 6501184 6501425 6501559 6501825 6501972 6500420 6501843 NAME Chen Yiduo Wang Hao Yin Xiaoyun Wang Zheng Zhu Weixing Zhu Leizhen Wu Gaoying
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Adapting Marketing to the New Economy In this chapter‚ we will address the following questions: 1. What are the major forces driving the new economy? 2. How are business and marketing practices changing as a result of the new economy? 3. How has the Internet changed the way marketers use customer databases and practice customer relationship management? MARKETING MANAGEMENT AT NTT DOCOMO All over Japan‚ NTT (Nippon Telephone and Telegraph) DoCoMo makes money when mobile phones ring. Loosely
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ePubWU Institutional Repository Stacey R. Fitzsimmons and Christof Miska and Günter Stahl Multicultural employees: Global business’ untapped resource Article (Accepted for Publication) (Refereed) Original Citation: Fitzsimmons‚ Stacey R. and Miska‚ Christof and Stahl‚ Günter (2011) Multicultural employees: Global business’ untapped resource. Organizational Dynamics‚ 40 (3). pp. 199-206. ISSN 00902616 This version is available at: http://epub.wu.ac.at/3615/ Available in ePubWU : August 2012 ePubWU
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centers‚ and so on) exceeds the sales volume feasible within one country‚ a company with global presence will have the potential to create a cost advantage relative to a domestic player within that industry. The case of Mercedes-Benz now a unit of DaimlerChrysler‚ illustrates this principle. Historically‚ Mercedes-Benz has concentrated its research and manufacturing operations in Germany and has derived around 20 percent of its revenues
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