successful cost reduction programmes In the current economic climate‚ most organisations must face up to a prolonged period of extreme competition and funding restrictions. This is particularly the case if the past few years have been focused on growth‚ service improvement or reorganisation (i.e. cost efficiency has not been a recent priority). Such pressures require an approach that reduces costs in a strategic‚ disciplined‚ and sustainable manner - delivered at pace. In our view serious cost reduction
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1. What market opportunity and challenges did Pepsi face in China? Opportunity: high potential development in food process industry; big and growing snake market. Challenges: underdeveloped agribusiness; traditional agriculture; importing potato and potato seeds are banned; underdeveloped infrastructure for logistics; 2. What supply chain challenge did the face? Enough replenishment of raw material‚ potato. Underdeveloped infrastructure for logistics. Not enough qualified supplier.
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During WWII Coke was able to establish itself in the European and Asian markets with the help of the government because it was being sold to the American troops in those regions Weaknesses: 1. Coke’s imagine could not compete with Pepsi’s “Pepsi Generation” campaign because it was perceived as being one of small town and outdated 2. Business relationships with bottlers have not been standardized 3. Carbonated drinks faced completion of “new age” drinks. Opportunities: 1. Quick
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SWOT Analysis PepsiCo Strengths • Branding - One of PepsiCo’s top brands is of course Pepsi‚ one of the most recognized brands of the world‚ ranked according to Interbrand. As of 2008 it ranked 26th amongst top 100 global brands. Pepsi generates more than $15‚000 million of annual sales. Pepsi is joined in broad recognition by such PepsiCo brands as Diet Pepsi‚ Gatorade Mountain Dew‚ Thirst Quencher‚ Lay’s Potato Chips‚ Lipton Teas (PepsiCo/Unilever Partnership)‚ Tropicana Beverages‚ Fritos
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40‚000 | | 100‚000 | | 404 | | | | 20‚000 | 20‚000 | 40‚000 | | 405 | | | | | 20‚000 | 20‚000 | | Total | 90‚000 | 120‚000 | 90‚000 | 60‚000 | 40‚000 | 400‚000 | 2 Physical Measures Method | Produced | Proportion | Joint Cost Allocation | Unit Cost | 401 | 90‚000 | (90‚000/400‚000)0.225 or 22.5% | (200‚000 x 0.225)45‚000 | (45‚000/90‚000)0.5 | 402 | 120‚000 | (120‚000/400‚000)0.3 or 30% | (200‚000 x 0.3)60‚000 | (60‚000/120‚000)0.5 | 403 | 90‚000 | (90‚000/400‚000)0.225 or 22.5%
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service (Rothaermel‚ 2017). A cost- leadership strategy creates the same or similar value for customers by delivering products and services at a lower cost than its competitors (Rothaermel‚ 2017). A cost leadership example would be Wal-Mart. Wal-Mart strategy is to provide a higher quality of products and services to its customers at a lower cost. Wal-Mart supply chain management is to engage with its suppliers to match products at the best affordable and lowest cost to meet the needs of its customers
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1. The chief economist for Argus Corporation‚ a large appliance manufacturer‚ estimated the firm’s short-run cost function for vacuum cleaners using an average variable cost function of the form. AVC= a + bQ+ cQ^2 (the 2 is suppose to be exponent) Where AVC=dollars per vacuum cleaner and Q=number of vacuum cleaners produced each month. Total fixed cost each month is $180‚000. The following results were obtained: Dependent Variable:AVC R-Square
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PRINCIPLES OF COST CONTROL 1.1 Introduction Cost is important to all industry. Costs can be divided into two general classes; absolute costs and relative costs. Absolute cost measures the loss in value of assets. Relative cost involves a comparison between the chosen course of action and the course of action that was rejected. This cost of the alternative action - the action not taken - is often called the "opportunity cost". The accountant is primarily concerned with the absolute cost. However‚
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------------------------------------------------- ASSIGNMENT ON COST CONTROL AND COST REDUCTION ------------------------------------------------- ------------------------------------------------- ------------------------------------------------- ------------------------------------------------- ------------------------------------------------- ------------------------------------------------- ------------------------------------------------- -------------------------------------------------
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INTERNATIONAL B-SCHOOL SUBJECT: FINANCIAL & COST ACCOUNTING Total Marks: 80 N.B.: 1)Allquestionsarecompulsory 2) All questions carry equal marks. Q1) ABC Ltd. Produces room coolers. The company is considering whether it should continue to manufacture air circulating fans itself or purchase them from outside. Its annual requirement is 25000 units. An outsider vendor is prepared to supply fans for Rs 285 each. In addition‚ ABC Ltd will have to incur costs of Rs 1.50 per unit for freight and Rs 10‚000
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