1- Describe the existing cost system and explain why it failed The current cost system is based on two components: a direct and indirect cost measurement. There are only two types of cost: direct labor and burden. Burden is grouped into a single cost pool and represents the cost of both testing rooms‚ engineering burden costs (software and tooling development)‚ plus the administrative costs of the division. Burden was then calculated for each lot‚ with a burden rate of 145% The lot’s total
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Barco Projections Systems (A) A Harvard Business School Case Table of Contents: Barco Projections Systems (A) 1 A Harvard Business School Case 1 1. External Situation Analysis 3 1.1. The Market 3 1.2. Growth 3 1.3. Competition 3 2. Internal Situation Analysis 4 2.1. The Company 4 2.2. Current Situation and causes 4 2.3. SWOT Analysis 4 3. Marketing Strategy 5 3.1. Product and R& D Strategy 5 3.2. Pricing Strategy 5 3.3. Life Cycle Strategy 6 3.4. Sales and Distribution Strategy 6
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1. Effective Interest Rate on the new 10% debentures = 14.318% For the 10% debentures‚ the market value of 1 share is $19.5 (given) The equivalent of this is a cash offer of $3/share and a 10% subordinated debenture of face value of $23. So the PV (10% subordinated debentures with FV $23) = $19.5 - $3 = $16.5 The effective interest rate (yield) on the above is that interest rate ‘r’ that gives the following PV (Per period payment of ($23*5% i.e. $1.15) over 40 periods @ r) + PV
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WAL-MART CASE STUDY ANALYSIS SWOT STRENGTH ▪ Information Technology : They have a strong information technology system as implemented EDI‚ Information system‚ UPC at POS‚ Satellite system‚ Pick to light system‚ Vendor management inventory system which was not implemented by any other competitor. ▪ Supply Chain (Strong). They had a long term relationship with the supplier as there was no non sense negotiator as they eliminated the manufacture representative from negotiation with the suppliers
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much pressure. Even worse at noon‚ the confidential information from Bodin was disclosed to Meir’s boss (vice president of economic analysis)‚ and he would talk about the related thing with Bodin’s boss and ask for that information. In the above case‚ the task force made the following problems: a.At the start: 1) Bacon didn’t set up the schedule with his managers 2) Bacon didn’t clarify the team’s decision-making power with his managers 3). Bacon was new in this field and was not appropriate
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Continental Carriers‚ Inc. Continental Carriers Inc.‚ established in 1952‚ is a regulated general commodities motor carrier whose routes ran the length of the Pacific Coast‚ from Oregon and California to the industrial Midwest‚ and from Chicago to several points in Texas. Continental Carriers struggled early‚ experiencing little growth‚ until the mid-1970¡¯s. Continental needed help in reducing operating costs and also sought improvement in terminal facilities. John Evans‚ president of CCI
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in groups of equipment called bays‚ hence the assumed age of assets per bay is the same. Asset condition is determined based on an Asset Health Index derived from condition assessments and reliability data (MTBF‚ MTTF‚ MTTR) which is missing in this case. Typically a Health Index Score between 50% and 60% means an asset needs to be monitored more closely with a potential change in proactive maintenance approach. For 50% lower a risk assessment is required and if it is a high risk assets‚ it be put
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MGT530 Week3 Team2 Homework Assignment Case: State Automobile License Renewals 1. What’s the maximum number of application per hour that can be handled by the present configuration of process? We can use the formula 1 hour * 60 minutes * 60 seconds/ Average Time to Perform (second) to calculate the each step can handle how many check every hour‚ in which how many applications per hour. Step 1: Review renewal application for correctness: 1 h*60 min*60 sec/15sec=240 Step 2: Process and record payment:
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The bottom of the economic pyramid concept has pros and cons alike. From a business perspective there are vast untapped markets sitting there waiting for someone to take hold. Unfortunately‚ the limitations of entering new global markets make it difficult and possibly unsafe for companies to tap some markets. The obvious potential to add a new source of revenue should be tempting for large companies who have the means to attempt breaking into a new market. Overcoming the “red tape” per say has
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This report addresses the HR planning analysis and staffing procedures for two regional divisions of Tanglewood in the state of Washington requested by the Staffing Services Director of Tanglewood‚ Donald Penchiala. Most of the Tanglewood stores have been in existence for 10 or more years and known for their stability. Most stores were indirectly managed by Emerson and Woods when they were first established. Due to this stability‚ the organization expects estimates their forecast for next year’s
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