Risk Management Policy Billabongs’ activities are exposed to a variety of financial risks‚ these include; market risk (including foreign exchange risk and cash flowinterest rate risk)‚ credit risk and liquidity risk. To minimize potential adverse effects on the financial performance of Billabong‚ the overall risk management program focuses on theunpredictability of financial markets (Billabong Annual Report‚ 2011). The framework is based around the following risk activities: * Risk Identification:
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Ashiana Housing Limited Update for Quarter Ending June 30th 2012 1 Utsav Bhiwadi Agenda Highlights and Overview Ongoing Project Details Financial Summary Future Projects Future Outlook 2 Highlights (Q1 FY13) Acquired a land parcel measuring 1.03 acres in Bhiwadi. Target product – Group Housing. Disposed Tanawada Land at Jodhpur measuring 10.92 Acres. Customers started moving into Rangoli Gardens. Phase-1 handed over 4 months ahead of schedule. Prices increased in most projects leading
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Computer Peripherals Description: The computer peripherals industry is rapidly evolving‚ driven by the need to adapt to changes in the market environment and the technological landscape. This has meant that companies today have to be nimble and constantly innovate on their offerings and business models. These present day requirements have already led to Printers and Multi Function Printer (MFP) product companies to offer services around optimizing printing infrastructure‚ printing and imaging
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Table of Contents Introduction Tata Motors Limited is India’s largest automobile company‚ with revenue of Rs. 1‚88‚818 crores in 2012-13. It was established in 1945 and is present across the length and breadth of the country. Today‚ it is world’s second largest manufacturer of commercial vehicles‚ fourth largest truck manufacturer and second largest bus manufacturer. It has over 60‚000 employees guided by the company’s mission "to be passionate in anticipating and providing
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Westros Ltd buys a throne building business from Essos Ltd on 1st July 2014. The items are shown at their carrying amount in Essos Ltd’s accounting records and at the fair values estimated by Westros Ltd. Item Cost Accumulated depreciation/ amortisation Carrying amount Fair value $ $ $ $ Accounts receivable 100‚000 100‚000 90‚000 Land and buildings 800‚000 400‚000 600‚000 Plant & Equipment 250‚000 200‚000 50‚000 70‚000 Precious metals and jewels 525‚000 525‚000
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Introduction: Square Pharmaceuticals Ltd. (SPL)‚ the pharmaceuticals giant in the country‚ is a trusted name in the industry of manufacturing quality medicines for more than four decades. Today Square Pharmaceuticals Ltd. (SPL) symbolizes a name – a state of mind. But its journey to the growth and prosperity has been no bed of roses. Square Pharmaceuticals Ltd. (SPL) is a flagship company of the Square group of industries as well as the largest pharmaceuticals company in Bangladesh. Founded in
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Strong Tie Ltd. This case is about the decision to hire a consultant to provide an analysis of the company’s performance and to provide suggestions on future actions. Strong Tie Ltd.‚ located in Winnipeg Manitoba‚ manufactured connectors to be used to reinforce wood joints. Bill Johnstone created this company to capitalize on the high demand for the housing market. After his death‚ the family owned business was passed on to his son‚ who ran the business along with his daughters. Strong Tie Ltd. made investments
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In Class #6.1 – Identify items in inventory Shippers Ltd. had the following inventory situations to consider at January 31‚ its year end: 1. 2. 3. 4. 5. 6. Goods held on consignment for Boxes Unlimited since December 22 Goods shipped on consignment to Rinehart Holdings Ltd. on January 5 Goods that are still in transit and were shipped to a customer FOB destination on January 29 Freight costs due on goods in transit from item 3 above Goods that are still in transit and were shipped to
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Strategic Leadership at Comfort Ltd Explain the change process in Comfort Ltd from a strategic leadership point of view. Efficiency and process reliability: A strategic move in order to make efficient use of the resources was to produce the new product in the existing plant with the existing equipment. This efficiency is however lost and it takes a lot of time and effort to customize the product into this line. The CEO misjudged the adaptation of the equipment to fit the new products. In order
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Dabur India - Working Capital and Cost Management Dr. Narender L. Ahuja‚ Institute for Integrated Learning in Management‚ New Delhi‚ India Ms. Sweta Agarwal‚ Institute for Integrated Learning in Management‚ New Delhi‚ India ABSTRACT After running as a family business for over 100 years‚ when in late 1990s the management of the Dabur was handed over to a team of professional managers‚ the new management faced a gigantic task of improving performance in several critical areas. In particular
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