makes an incredibly strong case for why change should happen‚ promotes a common vision‚ leads change in an organized manner‚ successfully integrates the change. Transformational leaders are inspirational‚ trustworthy‚ and charismatic role models who lead by example. They understand the strengths and weaknesses of their team and align them with tasks and goals to optimize performance. They engage their team in a way that moves them to also become leaders. Transformational leaders foster high
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and compare the business models and areas of strength of Apple‚ Google‚ and Microsoft. A) Microsoft’s business model is operating systems which 95%of all computers use worldwide. The strengths for Microsoft are that they are still the leader in PC operating systems and desktop productivity software. But has failed miserably with regards towards smartphone hardware and software‚ mobile computing‚ cloud-based software apps; its internet portal B) Apple’s business model mainly focuses on mobile
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fit the brand 30 8.5 The link between CSR communication‚ identity‚ image and reputation. 31 8.6 Preliminary conclusion 31 9.1 The perfect identity - Aaker’s brand identity planning model 34 9.2 A framework for CSR communication (SKC) 37 10. Apple inc. – The most admired company in the world (LMP) 41 11. Apple and CSR (SKC) 43 11.1 Apple’s current CSR situation 43 12. Apple’s brand identity (LMP) 49 12.1 Apple’s mission statement 49 12.2 Brand-as-product 50 12.3 Brand-as-organisation
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The Brand "Without the brand‚ Apple would be dead‚" Gobe said. He tells how brands have established deep‚ lasting bonds with their customers. Apple‚ of course‚ is the archetypal emotional brand. It’s not just intimate with its customers; it is loved. "Apple is about imagination‚ design and innovation;" Gobe argued that‚ in some cases‚ branding has become as powerful as religion”. Research shows that Apple triggers a religious reaction from certain consumers. Of course when it’s considered as
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tools are expensed when purchased. (f) Agricultural companies use market value for purposes of valuing crops. (g) Each enterprise is kept as a unit distinct from its owner or owners. (h) All significant postbalance sheet events are reported. (i) Revenue is recorded at point of sale. (j) All important aspects of bond indentures are presented in financial statements. (k) Rationale for accrual accounting. (l) The use of consolidated statements is justified. (m) Reporting must be done at defined
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Pattern of revenue receipts on revenue account include revenue received in the form of tax and non-tax revenue. On the other hand‚receipts on capital account is composed of loans from themarket‚ aid received from external sources‚ small savings‚state and public provident funds‚ special deposits of nongovernmentprovident funds‚ and special securities. Thus‚the revenue receipts of the governments - centre and states– are part of revenue account and capital receipts are part ofcapital account.
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A: The primary criteria the auditor should use in determining revenue to be recognized are: (1): persuasive evidence of an arrangement exists. (2): Delivery has occurred or services have been rendered. (3): The seller’s price to the buyer is fixed or determinable. (4): Collectability is reasonably assured. The most basic principle for revenue recognition is revenue has been realized or realizable and earned. B: (1) a: Multiple deliverable. Does the software and one year internet service has
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different rates under various circumstances. This is where revenue management plays an important role; to fill at least a minimum number of rooms without selling every room at discount prices; the idea is to sell enough rooms to cover fixed operating expenses. Once fixed expenses are covered‚ and there are now only fewer remaining rooms to sell‚ they could then sell the remaining rooms at higher rates to maximize revenue and profits. The term revenue management was shortly introduced after the airline
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Revenue Cycle Education Improvement Strategies Presented by: Colleen Malmgren‚ MS‚ RHIA Fairview Health Services cmalmgrl @fairview.org Definition of Revenue Cycle All administrative and clinical functions that contribute to the capture‚ management and collection of patient service revenue *HFMA Scheduling/Registration Health Info Mgmt Case Management Pt Financial Srvcs Charge Capture Revenue Audit Chargemaster Establish Performance Indicators Establish measures that go beyond Accounts receivable
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Chapter 4 The Revenue Cycle Objectives for Chapter 4 • Tasks performed in the revenue cycle‚ regardless of the technology used • The functional departments involved in revenue cycle activities and the flow of revenue transactions through the organization • The documents‚ journals‚ and accounts that provide audit trails‚ promote the maintenance of records‚ support decision making‚ and sustain financial reporting • Risks associated with the revenue cycle and the controls that reduce these risks
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