| Corporate Sustainability Management | Case Study Analysis: Nike‚ Inc. and Sweatshops | | | | | Ethics refer to what is defined as right or wrong in the morality of human beings and social issues are matters which could directly or indirectly affect a person or many members of a society. In this case study‚ Nike has been accused of subjecting employees in their subcontracted factories overseas to work in inhumane conditions for low wages. The CEO and cofounder of Nike lamented
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If there was a reckless misrepresentation and lack of due diligence in verifying accuracy of financial information that is free of material misstatements‚ that alone would give me a reason to sue the auditors. B) Negligence as it is used in legal cases involving independence auditor is defined as “failure to conduct an audit with due professional care in the performance of work” C) The primary difference between negligence and fraud is fraud is the intentional concealment or misstatement of information
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meeting our goals is not to expand in the market locally (Tampa/St. Pete) as well as online. Chateau Chic‚ Inc. is not able to grow into Men’s fashion as it promises to do hopefully in the future. The business must establish a footprint amongst the Ross’‚ Marshall’s‚ and larger discount stores but not having that discount store feel at the same time‚ which makes us different. Chateau Chic‚ Inc. can potentially pull away Macy’s‚ Lord and Taylor’s‚ and Nordstrom’s by offering high-quality goods but without
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This case begins with the relationship between California and Hawaiian Sugar Company (C&H)‚ the purchaser‚ and Sun Ship‚ Inc.‚ the contractor for the design and delivery of a vessel to ship raw sugar for C&H from Hawaii to California. Sun Ship went into contract with C&H on November 14‚ 1979 and agreed upon the delivery of the vessel on June 30‚ 1981‚ one and three quarter years‚ for the agreed upon amount of $20‚405‚000 . According to Cheeseman (2013) a liquidated damages clause‚ defined as “damages
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Case Presentation Curled Metal Inc. (CMI) faced a pricing and channel marketing decision for metal pile cushions utilized during pile driving. CMI’s approach to metal pads has significant efficiency advantages over currently used pads available in the market. However‚ CMI has to take into account several barriers to entry into this market. The primary barrier is that most companies viewed role of pads as a necessary accessory or tangent item instead of viewing them as a potentially value adding or
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Case ReportPatagonia was founded by Yvon Chouinard in 1972. The company is located in Ventura‚ CA. Yvon Chouinard got his beginning as a climber in 1953 as a 14 year old member of the Southern California Falconry. Patagonia grew from a small company that made tools for climbers. Chouinard built the company into one of the most successful outdoor clothing company and is one of the steadfastly committed companies to being environmental friendly. Chouinard’s values reflect those of a business started
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CASE OVERVIEW Valley Technology Inc. is a part of the computer storage industry that initially offered a tape drive portfolio of products‚ which provides backup and recovery capabilities‚ and it has recently introduced a network attached product which is dedicated to file sharing only. The company encountered dilemmas regarding the most appropriate alternative that would be best to resolve their plan of reducing the company’s overall cost‚ specifically with the tape storage division
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Production and Operations Management Case study: “ Hightec Inc” Date 12th October 2011 Submitted To: Prof .Dr. R. Jagadeesh Submitted by‚ Sec: B‚ Group: 2 BHARADWAJ S (11070) HARSHITH SHETTY (11090) PRASAD KRISHNA (11099) SAGAR CHIMURKAR (11106) SAURABH MANDAL (11108) Contents Executive Summary: ............................................................................................................................... 3 Major Problems:...........................................
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The overview of the case Arrow Electronics is a broad-line distributor of electronic parts‚ including semiconductors and passive components. It was founded in 1935 and grown to the number two position by 1980. When Stephen Kaufman‚ who became president in 1982 and CEO in 1986‚ Arrow once more began to climb‚ reaching the number one position among electronics distributors by 1992. Arrow/Schweber‚ one of Arrow’s five operating groups and the largest one‚ which sells semiconductors to different customer
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Case 3.5 Goodner Bothers Inc. 1. Internal controls should have included these controls; -Adequate security for the inventory -Better periodic verification of inventory -Segregated duties when it comes to inventory -Proper supervision for sales transactions and the procedures that they employ to record them -Proper authorization by management for inventory transactions 2. Internal control weaknesses - Lack of segregation of duties involving sales and recording -Security controls over
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