Chapter 3 The External Assessment Strategic Management: Concepts & Cases 11th Edition Fred David Ch 3 -1 Key External Forces & the Organization Beyond control of organization! Key External Forces Competitors Suppliers Distributors Creditors Customers Employees Communities Managers Stockholders Labor Unions Special Interest Groups Products Services Opportunities & Threats Ch 3 -3 Performing External Audit Long-term orientation External Factors Measurable Applicable to competing firms Hierarchical
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orientation: advantages & disadvantages - New services - Conclusion Oxylane network – 17 Passion Brands (Quechua‚ Domyos Tribord‚ Kipsta) European leader in production and sales of sports equipment Decathlon Competitors (Go Sport ‚ Sport 2000) and financial crisis INTRODUCTION: COMPANY OVERVIEW 3 748 shops in the world Political Economic •Vulnerable production zones ( Asia‚ Indonesia) •Taxation policies problems with low prices strategy •Government promoting sport • Inflation and global crisis
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Current Ratio * A liquidity ratio that measures a company’s ability to pay short term obligations. Current Ratio 2011 Current Assets Current Liabilities 35‚343‚809 35‚774‚652 =0.99 The ratio of 0.99: 1 means that for every ringgit of current liabilities‚ Hwa Tai has RM0.99 of current assets. Current Ratio 2010 Current Assets Current Liabilities 36‚746‚539 37‚634‚489 =0.98 * The ratio of 0.98 : 1 means that for every ringgit of current
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1 Introduction to Operations Management McGraw-Hill/Irwin Copyright © 2007 by The McGraw-Hill Companies‚ Inc. All rights reserved. Learning Objectives § § Define the term operations management Identify the three major functional areas of organizations and describe how they interrelate Compare and contrast service and manufacturing operations Describe the operations function and the nature of the operations manager’s job § § 1-2 Learning Objectives § Differentiate between
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8. Apply the two-stage allocation process used to compute departmental overhead rates (Appendix). © 2010 McGraw-Hill Ryerson Ltd. 4 Learning Objective 1 Product and Service Costing Our focus ranges from financial statement costs to cost for operations. Financial Accounting Product costs are used to value inventory and to compute cost of goods sold. Managerial Accounting and Cost Management Product costs are used for planning‚ control‚ directing‚ and management decision
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key roles with other automotive brands as part of integration plan into VW Family. SWOT ANALYSIS STRENGTHS Strong brand image Strategic alliances with other automakers WEAKNESSES Small compared to competitors Weak financially – victim of 2008 financial crisis Skilled workforce Consistently innovative with class-leading technologies Customer loyalty Conflict between the executives and management of Porsche and VW SWOT ANALYSIS OPP0RTUNITIES THREATS Wealth of resources upon joining the VW group
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Chapter 10 MARKETING RESEARCH AND SALES FORECASTI NG © 2014 Cengage Learning. All Rights Reserved. May not be scanned‚ copied or duplicated‚ or posted to a publicly accessible website‚ in whole or in part. 1 Chapter 10 Marketing Research and Sales Forecasting Objectives 1. Describe the development of the marketing research function and its major activities. 2. Explain the steps in the marketing research process. 3. Distinguish between primary and secondary data‚ and identify the sources
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I will examine the different generations of programming languages and discuss basic facts about each. I will also discuss the Fifth Generation Language‚ which some individuals may or may not agree exists. Computers can understand only ones and zeros‚ or binary language. Basically ones and zeros represent on or off signals to the computer‚ and are known as bits. The first-generation programming instructions were entered through the front panel switches of the computer system. On the earliest computers
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QUESTION 1 i. Current Ratio = Current Assets/Current Liability = $ 14‚651‚000/$ 19‚639‚000 = 0.750 ii. Quick Ratio = (Current Assets – Inventory) / Current Liability = ($ 14‚651‚000 – $ 6‚136‚000) / $ 19‚539‚000 = 0.436 iii. Total Assets Turnover = Sales/Total Assets = $ 167‚310‚000/$ 108‚615‚000 = 1.540 iv. Inventory Turnover = COGS/Inventory = $ 117‚910‚000/$ 6‚136‚000 = 19.216 v. Receivable Turnover = Sales/Account Receivables = $ 167‚310‚000/$ 5‚473
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