1. Which characteristics of McDonald’s production system have been most important in building its record of success and growth? McDonald’s operating system is built on the characteristics of guaranteeing uniform quality and service and maintaining it remarkably consistent across all units. It mainly focused on factors such as providing customers with pleasant experience‚ fast service and tasty and inexpensive food. McDonald’s took several measures to ascertain consistency across units. In their
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sports i.e. as a major sponsor of the world cup since 1994 and the Champions League football in England from 1996 to 2000.(www.McDonalds.com) How can McDonald’s achieve such success? There are many formulating strategies‚ which we could use for our analysis of their recipe of success such as Porter’s competitive strategies model‚ which includes differentiation and low-cost leadership; or Miles and Snow’s ‘strategy
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Current Ratio Interpretation From the calculation of the current ratio it is evident that the company’s current ratio for the year 2010 is 1.30:1 ‚2011 is 1.80:1‚ 2012 is 1.54:1 and 2013 is a 1‚53:1‚ that is company’s current assets in year 2013 was Rs. 1.53 for every 1Re of current liability‚ while in the year 2012 the current asset was Rs 1.54 Re of its current liability‚ while in the year 2011 the current assets was Rs 1.80 Re of its current liability‚ and while in the year 2010 the
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Acknowledgement This report contains financial analysis of three companies of Bangladesh of three latest consecutive years‚ which we were instructed to perform by Ms. Mahtab Faruqui‚ Senior Lecturer‚ Brac Business School. The paper is an interpretation of the three leather companies we have chosen‚ Bata Leather‚ Apex Tannary Limited and Samanta Leather Limited and comparison within its own years (2009‚ 2010‚ and 2011) and also with one another. The interpretation was conducted with the help of the
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Current Ratio 2012 (‘000) 2013 (‘000) (Current Asset)/(Current Liabilities) (Current Asset )/( Current Liabilities) = (RM 308‚510)/RM161‚786 = RM337‚728/(RM 222‚768) = 1.91 : 1 = 1.52 : 1 The table above shows that Dutch Lady has a decreased
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Vol. 5(2)‚ pp. 294-305‚ 18 January‚ 2011 Available online at http://www.academicjournals.org/AJBM ISSN 1993-8233 ©2011 Academic Journals Full Length Research Paper Dynamic capabilities‚ collaborative network and business model: An empirical analysis of Taiwan HTC Corporation Chi-Ho Chiou Ching Yun University‚ Department of Business Administration and Institute of Business and Management‚ No.229‚ Jiansing Rd.‚ Taoyuan County 320‚Taiwan. E-mail: chiho@cyu.edu.tw. Accepted 21 July‚ 2010 In
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to read between the lines of the financial statements and make the seemingly inconsequential numbers accessible and comprehensible. This very big data overload could seem astounding. Luckily‚ many well-tested ratios out there make the task a bit less daunting. Comparative ratio analysis helps you identify and quantify of the desert hotel company ’s strengths and weaknesses‚ evaluate its financial position‚ and understand the risks you may be taking. As with any other form of analysis‚ comparative
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Short-term: The quick ratio‚ also known as acid-test ratio‚ calculates a company’s cash and accounts receivable divided by its current liabilities. This ratio is a more stringent measure of liquidity than the current ratio in that it excludes inventories and other current assets. Pfizer has a quick ratio of 1.78 while the industry median is 1.21. This shows the company does not rely too much on inventory of other assets to pay for short-term liabilities. The current ratio measures a company’s current
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ariances‚ a considerable amount of work needs to be done with suppliers/internal operations. For some firms this is worth the trouble‚ for others‚ it is not. Conclusiv ely ‚ there are two major parts to JIT inv entory operations: lowering the ratio between ordering costs and holding costs and shortening lead times. What results is a firm with such high holding costs that ordering v ery small batches v ery frequently is the most profitable solution Companies in the fast food industries need to realize
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Chowking became a wholly owned subsidiary of Jollibee Foods Corporation‚ the Philippines’ biggest fast-food chain. The change in ownership gave rise to store renovations and a new corporate look and mindset that is visible from front-end to back-end. In 2008‚ Chowking announced the completion of a Php270-million (USD 5.65-million) modernization program‚ which will help set the stage for the company’s future growth. Called “Project DMSSM” (pronounced “dimsum”) for
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