1. Innovation Assumptions
.Break Even Analysis and 12 Month Projection Strategic Management Body: Both the break even
and 12 month projection spreadsheets were created using a combination of existing corporate data
and a number of reasonable adjustments and assumptions. There is presently no publically available
financial information regarding the innovation, so it is impossible to accurately know the product's
exact cost structure or even its expected sale price per unit. Therefore, the choice was made to make
reasonable assumptions using publically available corporate financial data as a starting point. The
primary source for that was data thus obtained from the company's 2013 10–K filing (Harley–
Davidson, Inc. February 24, 2014 "Harley–Davidson 2013 ... Show more content on Helpwriting.net
...
A first year sales volume of 5,000 units is assumed. Restructuring Costs had a direct effect on net
income for the three previous fiscal years and according to the 10–K there will be additional impact
going forward (Harley–Davidson, Inc. Form 10–K, page 26). These costs do not have a direct
impact in the new product's direct production costs nor do they impact a viability evaluation,
therefore this line item is excluded in both spreadsheets. Despite the certainty that the innovation
would comprise a small portion of sales at best, Advertising Expense is projected at a level
consistent with historical operations. There are a number of reasons for this. An electric motorcycle
is a fairly new idea in the motorcycle industry, other smaller companies with similar products are
now competing more anticipated market share and given the Company's advantages in scale and
brand recognition it can choose to comfortably allocate more resources to marketing and may take
advantage of these facts, the Company has already announced and initiated a nationwide marketing
campaign where it is allowing interested consumers to test a fleet of preproduction models, and has
already stated its intention to continue the program in Canada and Europe in 2015, and an electronic
motorcycle by its nature will not be attractive to 100% of existing motorcycle consumers given its
obvious difference in
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2.
3. Ryanair Revenues
RYANAIR CASE: REVENUES ANALYSIS
1
According to the Profit & Loss accounts of Ryanair, the operating revenues are splitted into two
categories: the scheduled revenues and the ancillary revenues. The scheduled revenues are generated
through direct sales of flight tickets while the ancillary revenues1 are generated from other non–
ticket sales. Figure 1 depicted the growth of the scheduled and the ancillary revenues from 2004 to
2011. While the scheduled revenues increases from € 924,5 mio to € 2.827,9 mio with an increasing
return factor equals to 206%, the ancillary revenues increases from € 149,6 mio to € 801,6 mio with
an increasing return factor equals to 436% during the period 2004 to 2011.
3.000.000 2.500.000 2.000.000 1.500.000 ... Show more content on Helpwriting.net ...
The following figure gives the total ancillary revenue for Top 10 airline companies.
4.000 3.500 3.000 2.500 2.000 1.500 1.000 500 on tin en ta l ta s r er ica n Ai rw ay s yJ et ir a te s
Ai r li ne s De l Q an Ry a ea s rli ne s ta na i
3.530 2.612 Ancillary Revenue 1.379 1.087 834 801 654 426
390
359
Am
Em
Un i
Figure 3. Top 10 Airlines Total Ancillary Revenue for 2011 Fiscal Year Ancillary revenue as a
percentage of total revenue provides a better measure of ancillary aggressiveness and marketing
acumen. This method of measurement allows low–cost carriers to dominate the top–10 list.
2
http://ideaworkscompany.com/press/2011/PressRelease57AncillaryRevenueTop10.pdf 4
4. Al as ka
te d
TA M
US
C
Ai
35,0% 30,0% 25,0% 20,0% 15,0% 10,0% 5,0% 0,0%
29,2% 22,6% 22,1% 21,0% 20,5% 19,2% 18,7% 18,1%
15,7%
14,7%
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Figure 4. Top 10 Airlines: Ancillary Revenue as a % of Total Revenue for 2011 Fiscal Year Ancillary
revenues are already an integral component of the airline industry's operations. The airlines that
execute ancillary revenue strategies best continue to be low cost carriers. More than twenty percent
of Ryanair's revenue is generated from ancillary revenues and mainly through the A–La–Carte Fees.
Nevertheless, as pointed out by AirsavingS3: The most obvious
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6.
7. The Ryanair Business Model
Background
"To most people, sky is the limit. To those who love aviation, sky is home". –Anon
The multitude percentage growth of Ryanair, an ultra low cost Irish airline established in 1985 &
operating to 185 destinations within the European Union depicts the above quote perfectly. In the
last 30 years of its operations, Ryanair has emerged as the largest low cost carrier across Europe and
Africa. The airline has been ranked as No 1 in coverage and customer service flying to more than
10mn customers annually & across 1600+ routes through its 73 bases. The following report covers
the journey of Ryanair an Irish low–cost airline headquartered in Swords, Dublin, Ireland. Ryanair is
a listed company in the Irish Stock Exchange (ISEQ), London Stock Exchange (LSE) and the
NASDAQ. ... Show more content on Helpwriting.net ...
A truly unique value proposition coupled with a sound business model has enabled Ryanair to be the
lowest priced airline amongst all LCCs. Ryanair's business model has continually evolved over the
last 30 years (Please refer Exhibit 1 SWOT analysis).
They started off absolutely focused on cost, then they focused on choice and then they improved the
service. As is displayed below, while Ryanair may have isolated pockets of cost disadvantage, such
as Route charges or Airport handling, however at an overall level, the cost advantage for Ryanair is
much more than its other LCC fraternity. Ryanair enjoys a whooping 76% cost advantage over its
nearest competitor EasyJet. This cost differential helps Ryanair to pass the value benefit to its end
customers. (Please refer Exhibit 2)
Ryanair's superior cost effectiveness is attributed to:
● Airport access and handling costs
● Aircraft equipment costs
● Personnel
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10. 1
Equity NA
Rev. NA
2
Exp. NA
5
Net Inc. NA
Cash Flow (8,400) OA
"The number one strength of the text is the financial statement model approach and delaying
introducing debits and credits for several chapters."
LEAH KRATZ, EASTERN MENNONITE UNIVERSITY
This approach provides a direct visual connection between journal entries and financial statements.
It enables students to see how each individual accounting event affects decision making. Executives
make few decisions without considering how those decisions affect "bottom line" financial
performance measures. The statements model approach encourages students to develop real–world
thinking patterns.
● A UNIQUE APPROACH TO THE STATEMENT OF CASH FLOWS
We not only cover the income statement, statement of stockholders' equity, and the balance sheet,
but we also provide comprehensive coverage of the statement of cash flows. Coverage of the
statement of cash flows starts in Chapter 1 and is discussed
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11.
12. Term
Overview
Margarita Torres
Costco member and shareholder
Evaluating Costco's financial performance
Evaluation methods
Common–size statements
Sustainable growth model
Benchmarking ratios
Retail Industry
$1.6 trillion in retail and wholesale trade (2001)
15% of GDP (1960)
16% of GDP (2001)
Department stores
Customer service premium
Many SKUs
Discount stores
Low prices
No frills
Retail Industry
Wholesale clubs
Membership only
Volume discounts
Limited SKUs
Online stores
Convenience
Low overhead
Sears, Roebuck, & Company
Founded 1893
First retail store opened in 1925
$41 billion in sales (2001)
2,185 stores
Wal–Mart / SAM'S Club
Founded 1962
First SAM'S Club opened in 1983
$218 billion in sales (2001)
13. 4, 189 stores
528 SAM'S Clubs
39 million ... Show more content on Helpwriting.net ...
It operates 527 membership warehouses, 80% of which are located in the United States.[2] Costco's
two main competitors are Sam's Club and
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14.
15. The Alltel Pavilion Case: Strategy and Cvp Analysis Essay
ISSUES IN ACCOUNTING EDUCATION Vol. 19, No. 4 November 2004 pp. 555–561 The
ALLTEL Pavilion Case: Strategy and CVP Analysis Edward Blocher and Kung H. Chen
ABSTRACT: The ALLTEL Pavilion case is intended for the undergraduate management accounting
or cost accounting course and the M.B.A. management accounting course. It provides an excellent
context in which to examine strategic issues in using cost volume profit (CVP) in a service business.
Based on an actual entertainment pavilion, the case develops many factors unique to a service
business and illustrates how pavilion management can use CVP analysis to determine which artists
to attract and what kinds of contracts to have with these performers. The Pavilion has two types of ...
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Pace Entertainment and Cellar Door Inc. of Raleigh, NC had the initial contract to manage the
Pavilion. Hardee's Food Systems, Inc. of Rocky Mount, NC, the original sponsor of the
amphitheater, paid an annual fee to carry its name and logo on all signs and ads regarding the
amphitheater. On February 3, 1999 ALLTEL Corp (http://tel.com) became the title sponsor for the
amphitheater. The demand for the outdoor facility came about because the rapidly growing city of
Raleigh lacked a major entertainment complex. In the late 1980s Pace Entertainment and the city of
Raleigh came to an agreement to build the facility. The city of Raleigh would own the land while
Pace Entertainment would own the facility and assume sole operations of the facility; Cellar Door
would do the booking for all the concerts. Pace Entertainment would pay income taxes on earnings
from the use of the facility. In 1998, SFX Entertainment Inc. acquired Pace Entertainment Inc. The
amphitheater facility and its employees became part of SFX Entertainment Inc. Also, in 1999 SFX
Entertainment Inc. acquired Cellar Door Inc. and merged with Clear Channel Communications Inc.,
one of the largest owners of radio stations in the country. This move brought together both worlds of
the entertainment business. While the company has diverse holdings, the philosophy of SFX is "One
Company, One Mission." Many companies that are now owned by SFX were at one time bitter
rivals in the
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16.
17. Case Study 1: Costco Wholesale in 2008: Mission, Business...
CASE STUDY 1: COSTCO WHOLESALE IN 2008: Mission, Business Model and Strategy
A retailing company with a mission to continually provide members with quality goods and services
at the lowest price possible, Costco Companies, Inc.'s business model was to generate high sales
volume and rapid inventory turnover by offering members very low prices on a limited selection of
nationally branded and select private–label products in a wide range of merchandise categories. It is
very much appealing as small businesses are the definite target customers. Low price definitely
attracts more customers, and is strategically advantageous to this kind of industry.
Costco's low price strategy is the highlight of the company's strategy and is very ... Show more
content on Helpwriting.net ...
As shown in the table below, days of inventory shows a decreasing trend, signifying its improved
efficiency in its inventory management. Number of inventory turns per year also shows an increased
performance. This contributes to its goal of rapid inventory turnover making Costco operate
profitably, shown by increased net sales and net income. | 2008 | 2007 | 2006 | 2005 | 2004 | Days of
Inventory | 25.91311 | 28.22779 | 28.36394 | 28.2572 | 28.74198 | Inventory Turnover | 12.6023 |
11.56999 | 11.56435 | 11.54346 | 11.3743 | Net Sales | 70977 | 63088 | 58693 | 51862 | 31621 | Net
income (without interest and without taxes) | 1283 | 1083 | 1103 | 1063 | 631 |
Although, sales, income and growth through expansion generally have increasing trends, there are
some items that were greatly overlooked. Its profitability performance is summarized in the table
below: | 2008 | 2007 | 2006 | 2005 | 2000 | Gross Profit Margin | 0.105 | 0.105 | 0.101 | 0.106 | 0.104 |
Operating Profit Margin | 0.028 | 0.026 | 0.028 | 0.028 | 0.033 | Net Profit Margin | 0.016 | 0.015 |
0.016 | 0.018 | 0.018 | Return on Total Assets | 0.062 | 0.055 | 0.063 | 0.006 | 0.073 | Return on Equity
| 0.140 | 0.126 | 0.121 | 0.120 | 0.149 | Earnings per share | 2.888 | 2.367 | 2.296 | 2.161 | 1.326 |
For the Past eight years, the gross profit margin remain almost constant at 10% which signifies
weakness in improving its profit by generating high revenues and lower costs.
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18.
19. Analysis Of Airasia
Resources, Capabilities & Core Competencies Analysis
a) Accounting Ratio Analysis In 2004, AirAsia's earnings margin before interest and taxes (16.8),
return on capital employed (14.6) and return on equity (37.7) accounting ratios were above the
industry average – 14.5 is the industry average for earnings margin, 11.6 for return on capital
employed and 21.2 for return on equity. This above average results indicates that the company has
been managed well and thus is able to achieve high above–average returns. The increase in current
ratio from 1.24 (US$49. 206 million / US$39.643 million) to 5.60 (US$230.024 million /
US$41.099 million) also serves as a confident booster to investors and shareholders in that AirAsia's
solvency had strengthened and thus is able to fulfill its debt obligations. In fact, the debt–to–asset
ratio in the last 5 years was low and decreasing too. As a matter of fact, in 2005, it was merely 0.14,
which was comparatively lower than many low cost carriers.
b) Finance Resources
AirAsia's net profit ending Jun 2005 was reported US$29.2 million, a 126% increase year–on–year.
The end of June 2005 financial summary showed that AirAsia, the leading low cost airline in Asia,
had a huge reserve (bank and cash ... Show more content on Helpwriting.net ...
This innovative work allows for quicker turnarounds between flights and helps increase revenues. In
addition, AirAsia is also able to leverage on innovative ideas to derive substantial ancillary revenues
from additional services. For instance, the company also have their own branded credit card and
offers corporate travel services. Consequently, it also develops aircraft advertising by converting its
planes into "flying billboards". The ability to innovate and come up with unique innovations to
lower costs and increase revenues shows that AirAsia possesses substantial quality innovation
resources that are
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20.
21. Business environment analysis: Ryanair
Report: An Analysis of Ryanair's business environment Introduction: Ryanair is Europe's leading
low cost airline. It currently operates over 1600 flights per day to 180 destinations in 29 countries. It
has achieved this through developing and marketing itself as Europe's only ultra–low cost carrier
(ULCC). This has seen its profits rise by 13% for the fiscal year ending 2013 to over €569million
and its passenger traffic grow by 5% to over 79.3 million people, this being in spite of an increase in
fuel cost by €292million. In this report we will carry out both an Industrial and an Environmental
analysis of Ryanair with the help of a number of academic analysis tools and frameworks which will
help us to examine both the Micro and the ... Show more content on Helpwriting.net ...
Again if we look at the annual financial report for 2013 we can see Ryanair open 7 new bases and
217 new routes for the year ending 2013. Acquiring new Fleet Again Ryanair has been very
effective in exploiting the reduced demand for aircraft due to many failing airlines as a result of the
economic downturn. Ryanair has been able to acquire many new aircrafts to meet its needs not only
now but in the future at very favourable prices. In the year ending 2013 they were able to put a deal
in place with airplane manufacturers Boeing to provided them with 175 new planes growing their
overall fleet to 410 aircrafts which will result in growing their traffic by 39% to 110million people
by 2019. Threats Fuel Hedging One of the main threats facing Ryanair is the unstable nature of the
global oil markets. Ryanair like many other airlines engages in a practice called 'Hedging' when it
comes to purchasing its fuel. This involves buying large quantities of fuel at a agreed price over a set
period of time e.g. one year. Ryanair has already hedged 90% of it oil for the fiscal year 2014 at $98
per barrel which is set to see its overall fuel costs rises by over €200 million. If the price of oil were
to fall considerably due to unforeseen circumstance Ryanair could be in big trouble. Climatic
Factors Climatic factors have had a serious impact upon the operations of many European
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22.
23. Case Study: Cummins Westport Inc.
This is with reference to our earlier letter dated January 24, 2017. Please see below the information
requested by you. 1) Business Structure Cummins Westport Inc. ("CWI") is a resident in and
incorporated under the laws of the State of Delaware, USA. CWI was formed to develop, support
and market a comprehensive product line of low–emission, high performance engines and ancillary
products using gaseous hydrocarbon fuels which incorporate spark ignition and other proprietary
intellectual property developed by Cummins Inc. ("Cummins USA") and Westport Fuel Systems
Inc. ("Westport Canada"). CWI maintains a branch in Canada, CWI Canada, with its head office
located in Vancouver, BC. In particular, CWI Canada's sole function is to perform certain ... Show
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3) Transfer Pricing Policy Applied By virtue of the functions performed by CWI Canada (i.e.,
marketing and related administrative support services), it is appropriate to characterize CWI Canada
as a limited–risk service provider to CWI. CWI Canada assessed the applicability of the various
transfer pricing methodologies ("TPMs") described by the OECD Guidelines and endorsed by IC
87–2R. In light of various factors, including the availability of sufficiently comparable uncontrolled
transactional data, CWI Canada determined the Transactional Net Margin Method ("TNMM") to be
the most appropriate TPM in the circumstances. CWI Canada applies the TNMM as follows: Step 1
– CWI Canada determines its total cost of providing services to CWI; Step 2 – CWI Canada
segregates its costs of providing services between those activities which can be considered value–
added in nature and those third–party costs which are more appropriately considered to be "pass–
through" costs incurred by CWI Canada on behalf of
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24.
25. Ryanair case study
Date: 9 March 2014 To: Ryanair Holdings, Plc From: Master Mind Consulting Subject: Overview
issues of Ryanair management and the actions should be taken to overcome the problem. 1.0
Introduction Our group will be outlining the internal issues faced by Ryanair such as inappropriate
advertisement published by Ryanair, poor customer service, inconvenience airport location, poor
incentives system and management style of Ryanair. So we will discuss these issues and provide
some of the recommendations/actions to overcome the problem. Moreover, we will also outline the
external issues that faced by Ryanair and do further recommendations/actions to solve the problem.
There are few external issues faced by Ryanair such as political ... Show more content on
Helpwriting.net ...
Firstly, Ryanair could extend its ancillary product ranges to serve its passengers by not just
constraint in providing related items. Ryanair could find more potential companies to supply the
ancillary products other than the existing companies. By providing more choices of ancillary
products to satisfy its customers would definitely increase its ancillary revenues. Besides that,
Ryanair should adopt marketing strategy to attract passengers to purchase its ancillary products.
Ryanair can provide price promotion by giving discounted prices for certain ancillary products in
certain period in order to attract purchasers. Ryanair should improve its website design by giving its
passenger a better ambience and enhance their experience when shop their ancillary products. 3.2
Improve customer service (refer to Appendix 2, Value Chain Analysis, Service) The perception of
poor customer service about Ryanair from passengers and observers would definitely affect
Ryanair's reputation and image. So, Ryanair should make some changes to improve its customer
services. Ryanair should provide adequate staff training for its employees so that its staffs are highly
skills and competences to provide good customer services and better handle customer complaints.
Ryanair can use its website to interact with its customers to handle their enquiries and problems. For
example, Ryanair can provide online chat or forum for their customers. By improving customer
services for customers, this
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26.
27. The DH Master Investment Program ( Dimp ) Investment...
The meeting was called to order at 8:00 a.m. by Mr. Marshall, Chairman of the Finance Committee.
Minutes: The minutes of the January 31, 2017 Finance Committee and May 8, 2017 Finance Budget
Committee were approved as presented. Investment Update: Mr. Hager gave an investment update.
The DH Master Investment Program (DHMIP) Investment Committee typically meets quarterly and
the next meeting is scheduled for August 30, 2017. Mr. Hager shared that the March 31, 2017, return
was an increase of 4.3%. The benchmark was CPI plus 4% with an annual rate of return of 6%. The
investments are currently ahead of the benchmark. The 2nd quarter S&P was up 8 to 9%. The
traditional benchmark is on the decline. Mr. Hager will be attending the ... Show more content on
Helpwriting.net ...
The Medical Group had a deficiency of three primary care providers which significantly contributed
to the lower than anticipated budget variance. While the Medical Group is budgeted for a loss, the
Group does create a substantial amount of Hospital business through referrals, which were also
impacted due to the deficiency in providers. The three positions have been filled for FY18. An
additional orthopedic surgeon will be joining NLH 3 days a week in FY18, bringing additional
revenue to the Group and ancillary areas. Deductions from revenue for June increased by 5% due to
unsuccessful attempts to decrease accounts receivable by year–end, which was approximately $1.5
million higher than year–end FY16. A consultant has been engaged to review efficiencies and
recommend improvements. Contractual allowances ended FY17 on budget, while patient free care
was $352k under budget and bad debt was $49k under budget for FY17. The combined YTD results
of the 340(b) Revenue, Ambulance Support, and Other Income were $630k above budget. Operating
expenses for June were $377k under budget, largely due to $670k reduction in the depreciation
expense resulting from a $2.2 million reduction in capital expenditures from budget. Year–to–date
total operating expenses were $630k over budget. Salary expenses were $51k over budget for the
month and the benefits expense for the month was $180k over budget due to an
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28.
29. Generally Accepted Accounting Principles and Costco
Financial Statement Analysis: Costco Wholesale (COST) Executive Summary Costco Wholesale is
recognized as the largest wholesale club operator in the US. Over the three–year time period of
2002–2004, this company has expanded its membership base while increasing its number of
warehouses both in the U.S. and internationally. In 2004 alone, net sales increased 13.1% over the
prior year, driven by an increase in comparable sales of 10% and the opening of twenty new
warehouses; net income increased for fiscal 2004 by 22.4%, or $1.85 per diluted share; and for the
first time, the Board of Directors declared a quarterly cash dividend, with the company issuing
quarterly dividends in the third and fourth quarters of $0.10 per share. ... Show more content on
Helpwriting.net ...
For example, one of the focuses this year was on adding staff at the front–end registers which makes
for a more enjoyable shopping experience by its members. The company has done extensive
research into placement of its new locations. Research and history showed that its strong markets
can successfully support many additional Costco warehouses and as a result, most new stores were
added to existing markets. In fiscal year 2005, Costco plans to open between 22–25 new warehouses
worldwide, and hopes to double the number of warehouses within the next 10 years. In addition to
the physical locations, Costco.com, its "virtual warehouse" is projected to become a $5 billion
business, and if sales continue to grow anywhere near the 66% growth in 2004, this goal is entirely
possible. In 2004 it also rolled out the E–commerce order stations in the warehouses to enhance the
top–notch, special–order kiosk offerings. Costco also plans to continue to be one of the leading
dealers of fine diamonds nationwide. Its expansion of the Kirkland Signature private label, a label
that has a reputation for quality and value among Costco members, is projected to continue, with the
newest addition being the development of a Shiraz wine. According to the letter to
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30.
31. easyjet Essay
easyJet
Business Model Analysis
BMAN72801
EasyJet's Business Model Analysis
Table of Contents
Executive Summary.................................................................................................................................
1
1. The Business Model of EasyJet
........................................................................................................... 2
1.1 Theory ........................................................................................................................................... 2
1.2 Easyjet's Business Development ................................................................................................... 2
1.3 EasyJet's Current Business ... Show more content on Helpwriting.net ...
Easyjet's critical success factor is built around its leading market position in European convenient
airports, low fares, and exceptional customer orientated services. However, the successful growth of
EasyJet has brought it into direct competition with Legacy Carriers and similar Low Cost Airlines.
This Report has been divided into three sections, the first section analyses the business model using
the four–box framework: Customer Value Proposition, Profit Formula, Key resources and Key
processes. Easyjet's customer value proposition is based on providing low fares with customer
orientated services using key resources and processes such as standardized fleets and online booking
systems to maintain its cost structure which is a crucial component of its profit formula. Together
with this, to maximise revenue, a number of methods such as sophisticated yield management
techniques are in place.
The second section analyses the dependencies and constraints of the business model. Easyjet's
business continuity to an extent depends on IT systems, Processes at the London Luton Airport and
Markets where customers value low price and quality at the same time. Macroeconomic activities
outside its control such as industry consolidation, weakened consumer confidence, inflationary
pressure, competition, regulatory intervention, airport charges, and the rising cost of fuel are the
constraints that disrupt the viability of their business model.
The third
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32.
33. Essay On The Clean Power Plan
Since 2009, coal production in Eastern Kentucky has been reduced by over 58.5 million tons
annually. Miners produced 75.3 million tons of coal during 2009. By 2016, the number of tonnage
had significantly dropped to 16.8 million tons. The demand for coal has seen a sharp decline as
changes in government regulations have taken place. The Clean Power Plan, introduced by President
Barak Obama in 2015, called for a reduction in coal–fired power plants and an increase in
renewable energy. In response to the decreased need for their product, coal mines closed their
portals. Without orders to fill, employers were forced to lay off their employees. The closing of
mines in the mountains of Kentucky and West Virginia not only affected the people of ... Show more
content on Helpwriting.net ...
The loss of freight has resulted in a decrease in the number of locomotives needed to support the
operations. The News Journal reported Jeff Doerr, National President of the railroad division of the
International Association of Machinists and Aerospace Workers, said 97 of its members are among
the affected employees. Less than a month following the closure of the CSX Corbin facility, another
prominent company announced layoffs. Whayne Supply, a heavy equipment company, laid off seven
employees at the Corbin facility. According to a News Journal report, the company had a similar
layoff in June 2013, in which 14 employees were affected. In July 2016, Whayne Supply employees
were advised that layoffs were coming once again. The newspaper cited the downturn eastern
Kentucky coal production, declining revenue and profitability as the reasons. Prior to the layoff, the
company employed 110 people at the Corbin facility. The News Journal quoted Corbin Mayor
Willard McBurney as having said that seeing companies such as Whayne Supply and CSX forced to
lay off workers is hard on the community. "When you take a company that has been so vibrant and
see them in this condition, it is heartbreaking,"
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34.
35. Hsm-340 Health Services Finance Midterm Exam Answers
HSM–340 Health Services Finance Midterm Exam Answers
Follow Link Below To Get Tutorial https://homeworklance.com/downloads/hsm–340–health–
services–finance–midterm–exam–answers/ HSM–340 Health Services Finance Midterm Exam
Answers Question 1.1. (TCO 4) Which of the following is part of a statistics budget? (Points : 5)
Output expectations
Responsibility for estimation
Estimation methodology
All of the above Question 2.2. (TCO 4) Which budgetary issue causes the most strife in all areas of a
health care organization? (Points : 5)
Setting volume levels
Setting prices
Allocation of indirect costs
Deciding whether to use a fixed or flexible budget Question 3.3. (TCO 4) Effectiveness is a
relationship between: (Points : ... Show more content on Helpwriting.net ...
(Points : 5)
DL Rate Variance = ( SR ? AR ) × AH Where,
SR is the standard direct labor rate
AR is the actual direct labor rate
AH are the actual direct labor hours
Question 4.4. (TCO 2) How are revenues and expenses defined under accrual accounting? (Points :
5)
Question 5.5. (TCO 2) What are the double–entry accounting system and the duality concept? How
are they related? (Points : 5)
HSM–340 Health Services Finance Midterm Exam Answers
Follow Link Below To Get Tutorial https://homeworklance.com/downloads/hsm–340–health–
services–finance–midterm–exam–answers/ HSM–340 Health Services Finance Midterm Exam
Answers Question 1.1. (TCO 4) Which of the following is part of a statistics budget? (Points : 5)
Output expectations
Responsibility for estimation
Estimation methodology
All of the above Question 2.2. (TCO 4) Which budgetary issue causes the most strife in all areas of a
health care organization? (Points : 5)
36. Setting volume levels
Setting prices
Allocation of indirect costs
Deciding whether to use a fixed or flexible budget Question 3.3. (TCO 4) Effectiveness is a
relationship between: (Points : 5)
Outputs and organizational goals
Inputs and outputs
Inputs and organizational goals
None of the above. Question 4.4. (TCO 3) Estimate the total variable cost (i.e., including both
routine and ancillary) per MSDRG 505 using the departmental cost/charge ratios and variable
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37.
38. Hm Case Analysis
INTRODUCTION HMM will capitalize on the growing entertainment market around the globe
through the production and promotion of high quality entertainment. Located in Los Angeles,
California, the company will become highly profitable through the sale of pre–recorded music
products, in addition to revenues generated from ancillary profit centers. HMM will own and control
the masters (master copies), copyrights and licenses of its product, which will enable HMM to
create immediate revenue streams while growing its music catalog into a multi–million dollar asset.
HMM must be concerned with producing quality goods or services and also with turning mountains
of data into actionable information. To contain costs and achieve a competitive advantage, HMM
has to consider information systems as they formulate corporate, tactical and operational strategies.
To best leverage data as a company asset, the business must adopt an specialization strategy,
MARKET ANAYSIS ... Show more content on Helpwriting.net ...
In between the resources we have U.S. Government, Associations, The Internet, Internal, Industry
Information and Competitive Information.
HMM will make the use of product differentiation and competitive edge strategies.
–Product Differentiation: HMM will be the only company to distribute music thru digital media in
special surprise devices.
–Competitive Edge:
HMM will employ a two pronged competitive edge. The first edge prong is having low overhead.
Additionally, unlike many record labels, there will be a recording studio to support. Significant costs
are saved by renting equipment time as needed.
HMM will also use their other competitive edge prong by retaining a stretch artist count. While this
will reduce the chance of large records sales associated with having many different artist under their
label, it does allow HMM to offer the artists it represents very specialized and intimate care.
MARKET
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39.
40. Ryanair Case Study
Ryanair, originally an Irish low–cost airline and established by the Ryan family in the year of 1984
starting off with only 25 members of staff. Replicating the American Southwest airline business
model and then officially relaunched in the year 1990. It has vastly grown from being a single–
aircraft family operation into one of the world's top leading airlines. Now Ryanair has reached
11,458 employees. The airline carries over 131 million passengers per annum on over 2,000 flights
daily, from 86 different routes, flying to more than 205 destinations in 33 countries.
1.0 Ryanair Company Structure
Ryanair consists of a centralised functional organisational structure. Normally, employees positioned
within a centralised functional ... Show more content on Helpwriting.net ...
3.1 Safety and Quality
Ryanair has 31 years of safety records within the industry. The airline has highlighted that safety is
there main priority which consist of providing relevant safety equipment, training and internal
reporting systems. They also have invested in industry leading management systems.
3.2 Energy Efficiency
The airline operates a fleet of more than 380 Boeing 737–800NG aircraft with an average fleet being
under the age of 6 years. This is what reduced the fuel burns as well as emissions per passenger by
14%. Ryanair has also decreased the use of paper and printing and have moved to more
computerized base such as smartphone applications which allows consumers to have access their
boarding pass, information and travel documents directly from their laptop or mobile phone. They
have also highlighted within the CSR that they operate a 'good neighbour' policy which reduced
noise emissions of the aircraft movement during the night. Ryanair (2017)
3.3 Environment and Carbon Emissions
Ryanair (2017) are committed to reduce noise as wells as emission when going through the
investment of the next generation aircrafts as well as engine technologies. According to Brighter
Planet report (2011) Ryanair was identified as the industry leader in term of environmental
efficiency.
3.4 Labour Management, training and social
https://investor.ryanair.com/governance/esg/#1467712470889–a5efc250–e135 3.5 Ethics and
transparency
This policy
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41.
42. Ryanair
Introduction
Ryanair is one of the most profitable low–cost and low–fare airlines in the world. Even though it
was merely bankruptcy in 1991, it could stand up and become very successful by 1999. An issues
was what led Ryanair to huge losses in 1991, how did it re–gain its position, and what lay ahead in
the next century.
Analysis
Prior to 1991, Ryanair had suffered from continuous losses from 1985 to 1989. The first reason that
put it into this situation was that it tried to position itself as a low fare airline with the first rate
services. It tried to keep low and unrestricted fare, while keep focusing on the best customer service
and relationship. This mixed model was proven inefficiency. The low price could lure number of ...
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Main reason were that it abolished the mixed model, applied low cost strategy, improved its
operation, reposition itself, and increase number of ancillary services. A key issue that waited for
Ryanair at the end of 1999 was how to move and what to do to maintain or increase its market share.
From the analysis, Ryanair should maintain its current position. However, it is strongly
recommended to provide the check–through baggage for connecting flights for other airlines. This
could increase number of passengers who have to transit via a route that Ryanair provided.
Moreover, it should increase ancillary services by offering referral program to car rentals, hotels,
and travel agencies. By doing this, it could generate more revenue to provide more services in other
parts.
For the in–flight service, it is suggested that Ryanair should offer rental in–flight entertainments or
internet services. As for a promotion, in the best case, it could offer a free flight or I£1 flight with
limited seats to attract customers who never fly before or those who love travelling.
In a worse case that an intense competition among employees occurs, the company should reset its
pays distribution and incentives before (or along with) follow the above recommendations.
Moreover, in the worst case that many more low–cost and low–fare airlines enter the same route
with Ryanair, it is highly suggested that
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43.
44. Ryanair Business Strategy Essay
1. Introduction
During the last decades the civil aviation industry has been affected by a dualism: full service
network airlines (e.g. Lufthansa) on one hand and low cost airlines (e.g. Ryanair) on the other. The
low cost carrier (LCC) managements are focused on cost reduction in order to implement the lowest
price possible in every market they operate (Macchiati and Piacentino, 2006). They follow a simple
business strategy: achieve higher returns on assets and customers, by reducing the cost of operations
to an absolute minimum. Low prices are attractive to the consumers and they improve the yield per
passenger. In addiction, LCC sell a range of disaggregated optional services called ancillary services
which produce ancillary revenues (Wilson, ... Show more content on Helpwriting.net ...
Indeed, despite the fact that Ryanair has a strong position in the market and it increases its income
every year, it has a poor reputation in terms of job satisfaction: there is an autocratic control
approach by the management over employees who are afflicted by lack of motivation, stress, and a
high staff turnover. Ryanair's employees are driven to fill their commitments without improving
their personal satisfaction. It's not only a question of economical rewards to reinforce employees
performances: within Ryanair organization self–esteem and self actualization are low and this can
affect the company creativeness, innovation, growth and, if we consider the service profit chain,
loyalty too.
Loyal customers who know Ryanair and its procedures to delivery services, may help employees
who, in some cases, work six one–way flights per day and are therefore tired, stressed, exhausted
and not satisfied (Creaton, 2004). Negative effects of stress have consequences in relation to
customers because their perception will be focus on the unfriendliness and the frustration of workers
during the flight (Gronroos, 2007).
In the end, loyal customers drive the company to better work conditions, better working
environment that can lead to better internal relationships among employees and values sharing.
Loyal customers can change the mind–set of a corporate culture and they could also change the
culture
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45.
46. Organizational Management
SUBDOMAIN 329.2 – EXECUTING ORGANIZATIONAL STRATEGY Competency 329.2.1:
Strategic Thinking and Execution – The graduate applies strategic thinking to the challenge of
executing a strategic plan and demonstrates the ability to manage strategically. Competency 329.2.3:
Responsibility Centers and Balanced Scorecards – The graduate designs responsibility centers and
develops a balanced scorecard system to improve strategic success. Introduction: In this task, you
will analyze the "Utah Symphony and Utah Opera: A Merger Proposal" case study. You will develop
a proposed action plan for the new leader, Anne Ewers, to help her in the development of a new
strategy to measure the success of the ongoing merger process. The strategic goals ... Show more
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| Moody | 21. | Humorous | 21. | Indifferent | 22. | Friendly | 22. | Intolerant | 23. | Determined | 23. |
Wasteful | 24. | Patient | 24. | Stubborn | 25. | Orderly | 25. | Reckless | 26. | Disciplined | 26. |
Inhibited | 27. | Ambitious | 27. | Naive | 28. | Dedicated | 28. | Greedy | 29. | Flexible | 29. | Fanatical
| 30. | Logical | 30. | Dull | 31. | Open | 31. | Arrogant | 32. | Accurate | 32. | Lazy | 33. | Independent |
33. | Selfish | 34. | Intelligent | 34. | Complaining | 35. | Tactful | 35. | Impatient | 36. | Creative | 36. |
Hard | 37. | Honest | 37. | Shallow | 38. | Straightforward | 38. | Strict | 39. | Appreciative | 39. | Shy |
40. | Versatile | 40. | Prejudiced | (Strenths and weaknesses, n.d.). Financial considerations and
concerns involving mergers and acquisitions: mergers and acquisitions possibly may require careful
analysis of merging organizations' potential complex financial differences. This might include
financial strengths and weaknesses of each organization entering into merged partnership. Further,
potential and likely outcomes with respect to financial benefits and negative consequences one
organization may have in a formed partnership. Thus, solid strategic financial analysis and planning
prior to the actuation of merging organizations is wise to determine beforehand to mitigate potential
negative consequences while maximizing potential resulting during and following formation of
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47.
48. Blackmores
| Amcor Limited | 22743 Business Valuation and Financial Analysis | | | |
|
group assignment 2 | Muhammad Farhan | 11340041 | Zahid Mahmood | 11473485 |
Table of Contents Executive Summary 3 Accounting Analysis 3 1. Accounting Policies and
Standards 3 Revenue Recognition (AASB 118): 3 Property, Plant & Equipment (PPE) (AASB
116): 3 Intangible Assets (AASB 3, AASB 138): 4 Borrowing Costs (AASB 123): 4 2. Flexibility in
Selecting the Key Accounting Policies 4 3. Accounting Strategy Employed by Management &
Incentives 5 4. Quality of Disclosure: 5 5. Potential Accounting Numbers and Undoing Distortions 6
Financial Analysis 6
Executive Summary
Having considered the economic ... Show more content on Helpwriting.net ...
Having strategically acquired rival businesses in the global financial crisis, set up its Botany Paper
Mill and making its Australian division independent, Amcor expects its financials to improve
dramatically as the ramifications of its moves unfold.
Revenue Recognition (AASB 118): "Revenue from the sale of goods is measured at the fair value of
the consideration received or receivable, net of returns, allowances and discounts. Revenue is
recognised when the risks and rewards of ownership have transferred to the customer. No revenue is
recognised if there are significant uncertainties regarding recovery of the consideration due, the
costs incurred or to be incurred cannot be measured reliably, there is risk of return of goods or there
is continuing management involvement with the goods." (Amcor Limited, 2012, p. 62). The
business' main source of income is sales revenue from packaging solutions and products across the
globe. Flexible and Film Packaging has contributed around 40 % of the revenue as shown in graph 3
in appendix A.. Amcor also generates revenue from dividend income, being recognized when rights
to receive dividend are established.
Property, Plant & Equipment (PPE) (AASB 116): "Property, plant and equipment are stated at
cost less accumulated depreciation and impairment. Cost includes expenditure that is directly
attributable to the acquisition of the item including borrowing costs that are related to the
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49.
50. Wgu Case Study Assignment Part 1
Case Study Assignment Part I Budget Analysis I | GHIAL 2012 As a health care
administrator/manager it will be imperative for you to work with the organizational budget but also
have an exemplary understanding and purpose of the budget for your health care organization.
Medicare payments for health care organizations have a complex set of rules. Medicare has paid
skilled nursing facilities on a prospective basis since July 1, 1998. The rate is a per diem rate that is
calculated to include the costs of all services, including routine, ancillary, and capital. Per diem
payments for each admission are case mix adjusted using a resident classification system known as
resource utilization groups. For Part A inpatient institutional ... Show more content on
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Cash Flow (PPD) 13. What is your final analysis of this facility? 14. Do you feel this is a workable
realistic budget? 15. What are your thoughts of the importance of understanding the per patient day
(PPD) figures as a health care administrator/manager? PERIOD ENDING GHI Facility 12/31/2012
BUDGET ANALYSIS I | PPD CALCULATIONS DAYS IN PERIOD 365 Occupancy & Utilization
Below you are to calculate the per patient day (PPD) rates for all areas that are highlighted in blue.
Census 97% Column T Rows: 62 – 558 5901 Room & Board AL Unit 1 (A) 4 4.00 5902 Room &
Board AL Unit 2 (B) 8 8.40 In conclusion, you will gather all the summary totals 5903 Room &
Board AL Unit 3 (C) 3 3.00 for the Summary: Per Diem which will give you a 5904 Room & Board
AL Unit 4 (D) 2 1.95 complete review of the entire budget based on PPD 5905 Room & Board AL
Unit 5 (E) 5 5.00 Column T Rows: 562 – 586 5906 Room & Board AL Unit 6(F) 4 4.00 5907 Room
& Board AL Unit 7 (G) 4 4.00 5908 Room & Board AL Unit 8 (H) 4 4.00 5909 Room & Board AL
Unit 9 (I) 15 14.65 5910 Room & Board AL Unit 10 (J) 0 0.00 5920 Room & Board AL extra
person 0 0.00 5921 Room & Board AL Benev. / Foundat 0 0.00 5924 Add'l Rate Respite 0 0.00
Total 49 49.00 Days 365 5901 Room & Board AL Unit 1
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51.
52. Kmart Aquisition
ACCT600 MAFM CAPSTONE
Winter 1, 2012
Professor Daniel Lagelier
Team B
Costco acquisition of Kmart from Sears Holdings Corp.
Adriana Guaderrama
Helen Hardy
Corie Hernandez
Owen Jennings
Wilner Luders
Sam Marzar
12/2/2012
Table of Contents 1 Abstract 1 2 Current Financial Position – Costco 1 2.1 Results of Operations 2
2.1.1 Exhibit 1 2 2.1.2 Exhibit 2 3 2.1.3 Exhibit 3 4 2.1.4 Financial Ratios 4 3 Performance Measure
and Analysis (Sears Holdings Corp) 5 3.1 Asset Utilization Measurement 6 3.2 Breakeven Point 6
3.3 Goodwill to Assets Ratio 7 3.4 Interest Expense to Debt Ratio 7 3.5 Stockholder's Equity &
Investment Turnover Ratio 7 3.6 Profit Percentages 8 3.7 Expense ... Show more content on
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2 Sales comparisons can also be particularly influenced by two factors that are beyond our control,
including fluctuations in currency exchange rates (with respect to the consolidation of the results of
our international operations) and changes in the cost of gasoline and associated competitive
conditions (primarily impacting domestic operations). 2 The higher comparable sales exclusive of
currency fluctuations, the more can be leveraged with selling, general and administrative expenses,
reducing them as a percentage of sales and enhancing profitability.
The 2012 fiscal year for Costco ended as of August 31 and some of the operational financial results
were as follows: * Net sales increased 11.5% to $97,062, driven by a 7% increase in comparable
sales, sales at warehouses opened in 2011 and 2012 to the extent that they have been excluded from
comparable warehouse sales and the benefit of one additional week of sales in 2012. Net sales were
favorably impacted by increases in the price of gasoline, partially offset by the weakening of certain
53. foreign currencies against the U.S. dollar; * Gross margin (net sales less merchandise costs) as a
percentage of net sales decreased 14 basis points. This comparison was positively impacted by eight
basis points due to a $66 lower LIFO inventory charge in 2012 compared to 2011; * Selling, general
and
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54.
55. How to Increase ancillary Service Revenue of easyJet
TABLE OF CONTENTS
TABLE OF FIGURES
Figure 1. 0 – Data Source Table . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 9
Figure 2. 0 – Benefits of Secondary Data . . . . . . . . . . . . . . . . . . . . . 10
Figure 3.0 – Top Down Approach . . . . . . . . . . . . . . . . . . . . . . . . . . 14
Figure 4.0 – Quantitative Data Analysis Structure . . . . . . . . . . . . . 15
Figure 5.0 – Data Quality Model . . . . . . . . . . . . . . . . . . . . . . . . . 16
THE PROPOSAL
An Investigation into Easy Jet airlines customer satisfaction, as a result of their strategic low cost
carrier business model, of implementing ... Show more content on Helpwriting.net ...
"Global airlines have realized that ancillary revenues can make a huge difference to profit and loss,
especially during difficult times" (Upadhyay, 2013, p.1). From a business point of view ancillary
revenue has become a necessity for all airlines as they all struggle to fill the profit gap created by
high operating costs and intense competition, in order to achieve an increase in profitability
(Kuuchi, 2013). According to Robson, competitive advantage is attained by targeting to provide a
more relevant and advanced product offering for the same price as the competition within the same
market (Robson, 1994). However low budget airlines have turned this around and have focused on
attaining competitiveness by offering lower prices than competitors, making their pricing their
superior value and unique benefit, without increasing the products value itself, but simplifying it to
its basic and letting the customer change the product to its personal needs and demands (E. Porter,
1985). Budget ticket offerings have long proven to be one of the most successful strategies and
business models in the airline industry for companies such as easyJet, to attain not only a rise in
profitability but also to increase market share and competitive edge, as more and more budget–
conscious tourists are willing to give up comfort in return for lower fares (Hyonhee, 2012).
1.3 THE EASYJET BRAND
"Business Sense not Business Class" (easyJet, 2013)
56. The Easy Jet brand
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57.
58. Low Cost Airline Ethics Audit
ETHICS AUDIT ON RYANAIR
Done By Hemanth Mutthukrushnun
This is an 'Ethics Audit Report' prepared based on the operations of Ryan Air studied from various
videos available on You Tube and the public documents disclosed by Ryanair.
Set up in the year 1985 at a capital of 1 pound with a staff strength of 25, Ryanair is today the
World's favourite and most commonly used airline which operates more than 1,400 flights per day
from 44 bases and 1100+ low fare routes across 27 countries, connecting 160 destinations. Ryanair
operates a fleet of 250 new Boeing 737–800 aircraft and is expected to increase it by another 64 in 2
years. Ryanair currently has staff strength of more than 8,000 people. Its passenger base has been
increasing ... Show more content on Helpwriting.net ...
The instructor also hints the questions that would be asked in the exam during the class so as to
enable them take notes of the same. Trainees who are not able to answer despite all these relaxations
are helped by the invigilators during the exam, hence enabling them clear the training process. The
examination is treated more as a legal procedure than as an evaluation criterion. The procedure was
not changed even after the World Trade Centre attacks and the London bombings.
Undisclosed Hidden Charges
Though Ryan Air is a low cost airline which reserves seats free of cost and charges no fuel
surcharge, there are plenty of hidden charges involved, a few of which are collected unethically.
The website of Ryan Air has been deliberately designed in such a way that the option to opt out of
insurance is hidden from the customer. Unless the customers are aware and alert, they would end up
paying an insurance fee even if they do not want one.
There are also other charges such as credit card booking fee and other transaction charges that could
apply at times which are not properly disclosed. Ryan air also charges customers for use of wheel
chairs. On a round trip, the seat for the return journey is charged at times. Even when a customer
does an online check in and facilitates the airline by not queuing up at the counter, Ryan Air charges
a web check in fee. It also charges a huge sum of 40 pounds per passenger who fails to print his
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59.
60. Case Study : Vail Resorts 's Highest Cost Of Revenue
Revenues
Among these five companies, Vail Resorts gained the highest revenue, $1,254.65 million, last year
with their exceptional Product (Service) Differentiation Strategy and Multi Related–industries
Strategy. Unlike other four businesses, Vail Resorts always pay more attention to provide unique
service for each kind of customers and develop their ancillary businesses. These ensure Vail Resorts
to meet varying needs of their customers, and the revenue coming from their ancillary businesses
has exceeded half of mountain revenue. Flanigan 's Enterprises Inc. gained the lowest revenue
($89.8 million) among those 5 companies. This might because Flanigan 's Enterprises Inc.'s scale of
operation is smaller than other 4 companies.
Cost of Revenues
Marcus Corporation has the highest cost of revenue over net sales ratio compared to other 4
companies. This might because unlike other companies, Marcus Corporation have spend much more
money on theater operations ($127.52 million), which is why Marcus Corporation has the highest
cost of revenue. On the other hand, Vail Resorts' Cost of Revenue is $0, this is because their
accountants summarize all their costs as operating expenses instead of detailed expense items .
Therefore, we could not simply stated Vail Resort as the best performer in cost of revenue area.
Gross Profit
In terms of our comparative analysis worksheet, we only can say that Vail Resorts might perform the
best for the Gross Profit part because they gained the
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61.
62. Taxation and Income Statutory Income
Assessable income=ordinary income + statutory income. Ordinary income: income deriving from
the courts (s6–5)
Negative propositions: items that are not income by ordinary concepts:
1.Amounts not convertible into money :In Tennant v Smith (1892) free accommodation provided to
a bank manager was held not to be ordinary income because building could not be sub–let and the
benefit thereby converted to money. In FCT v Cooke & Sherden (1980) an incentive prize offered
by a manufacturer was not income of the winning retailers because it was not transferable and so not
convertible into money. 2.Capital does not have the character of income: For tax law purposes we
need to distinguishing income and capital for several reasons: a) ordinary ... Show more content on
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But: –– just because regularity is a common feature of income, do not conclude that an isolated or
one–off receipt cannot be income: see Cooling's case. [Principle upheld by a majority of HCA in
Montgomery (1999).] Isolated transactions may generate income when they are entered into with the
intention of making a profit – Myer Emporium (1987); California Copper (1904). 9. Amount derived
from carrying on a business The old view was that this provision captured only what was already
income by ordinary concepts other than its non–convertibility to money [hence 'value to the
taxpayer' – Scott's case] but in Smith's case (1987) Brennan J considered the provision captured
capital amounts too. The application of s26(e)/15–2 has been largely overtaken by Fringe Benefits
Tax (for employees) and s21A (for business benefits) 10. Amount derived from employment or the
provision of service. Isolated transactions See Myer Emporium [California Copper].~ Isolated or
unusual transactions involving the sale of capital assets [structure] may yet produce revenue
amounts when entered into with the intention of making profit. ordinary business transactions
generate income by ordinary concepts because the nature of business is profit making; 11. Amount
derived from property. Property yields rent, interest, dividends and royalties. Interest is not defined
in the Act. Its ordinary meaning is the amount
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63.
64. Costco Financial Performance Analysis Essay
Performance Analysis of Costco Wholesale Corporation xxxx Strayer University FIN 534: Financial
Management Professor: xxxx June 11, 2012 Costco Wholesale Corporation Higher interest rates,
levels of unemployment, consumer debt levels, and unsettled financial markets are general
economic factors that can adversely affect the company's financial performance. These key elements
play an important role in how a company chooses to move forward operationally and financially.
Therefore, it's imperative that we as investors understand a company's business strategy as well as
have a general knowledge of issues which may impact their decisions. Prior to investing, we should
review a company's operations, stock price, and their ... Show more content on Helpwriting.net ...
For example, the 2007–2008 recessions considerably reduced the amount of expendable income for
many buyers. Therefore in 2008, Costco's saw a growth in sales of roughly 12.5%. However, as the
economy started to rebound in 2009 their sales reduced. Over the next two years, their sales have
continued to increase. Therefore, Costco's bottom line has fared well since the economic slowdown.
The membership warehouse market is highly competitive, based on factors such as price,
merchandise quality and selection, and membership service. Currently, Costco's biggest concern is
over expansion and cannibalization of its existing store locations (Wikinvest). This means that
Costco will essentially be competing against itself. This led the company to announce it will slow its
domestic expansion plans. In turn, they will look to international markets for future growth. Also,
their primary competitors are Walmart's Sam's Club and BJ's. All three of this companies share very
similar business models which is to sell large volume of merchandise at low prices. Each store also
offers similar business segments such as food, apparel, and gas. Stock Price Analysis Costco
Wholesale Corporation strengths can be seen in multiple areas, such as its growth in earnings per
share, increase in net income, revenue growth, and reasonable debt levels – all of which impact
stock price performance.
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65.
66. Easy Jey and Ryan Air Financial Analysis
Avation Executive Committee | Easy Jet And Ryan Air | Analyzing the financial performance of 2 of
Europe's Largest Low Cost Carriers across 3 Financial Years (2012 – 2010) | | | | Vs | Table of
Contents Executive Summary 2 Introduction 4 Profitability 5 Easy Jet 6 Ryan Air 8 Comparing
Profitability of Easy Jet & Ryan Air 10 Efficiency 13 Easy Jet 14 Ryan Air 15 Comparing
Efficiency of Easy Jet & Ryan Air 16 Liquidity 19 Easy Jet 19 Ryan Air 21 Comparing
Liquidity of Easy Jet & Ryan Air 22 Gearing 23 Easy Jet 24 Ryan Air 25 Comparing Gearing
of Easy Jet & Ryan Air 26 Horizontal Analysis 27 Easy Jet 28 Ryan Air 29 Comparing Easy Jet
and Ryan Air ... Show more content on Helpwriting.net ...
However from an investment perspective one should think twice before investing in Ryan Air just
because it's profitable, because of its financial gearing it is possible that given an unfavorable turn of
events in the European economy Ryan Air may not do so
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67.
68. Costco
HBS Case Study 2: Costco Wholesale Corporation Financial Statement Analysis (A) Lee Hathaway
MMS 185: Managerial Finance Professor Veraldi September 27, 2007 It is important for
stockholders to continuously re–evaluate their investments. Although some investors do this more
frequently and thoroughly than others, the majority of shareholders do so at least once each year.
Therefore, Torres' desire to update her analysis in order to determine whether Costco was still
operating efficiently makes perfect sense. After thorough examination, my analysis proves that
Costco remains one of the industry's leading competitors and there seems to be no reason for Torres
to sell her shares as long as she wishes to retain holdings of a ... Show more content on
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As a percentage of net sales, Costco's operating income rose from 2.70% in 1997 to 2.91% in 2001.
This is a positive factor, meaning that the firm became more efficient. Another interesting trend
which demonstrates growth is the rise in interest income and other expenses from 0.07% of sales in
1997 to 0.13% in 2001 on the income sheet. Typically, this value fluctuates each year with the
amount of cash a company keeps on hand. Costco's increase suggests that the company either
increased its amount of short–term deposit investments' held, switched its funds to money market
funds, savings accounts, or CDs with higher yielding interest rates, or their existing funds
experienced a growth in interest rates. Moving onto the income statement portion of the common–
size financial statements, an increase in cash and equivalents (3.20% of total assets in 1997 to 5.97%
in 2001) and receivables (2.69% of total assets in 1997 to 3.22% in 2001) coupled with a decrease in
inventory signify Costco's improving efficiency over this five year period. It is important to mention
two points. First, the decrease in inventory as a percentage of total assets from 30.8% in 1997 to
27.14% in 2001 signifies an increase in the turnover rate, perhaps due to
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69.
70. Samsung Ansoff Matrix and Generic Strategies
Ryan air, an Irish airline started in 1985 by Ryan family with a capital share of £1 and a staff of 25.
Over the past few years the company has shown tremendous ontogeny. Indeed it is Europe's largest
low cost carrier and fastest growing airlines. Currently it's operating more than 1,500 flights every
day from over 50 bases and around 1400 low fare routes across 28 countries which connect 165
destinations. Now I am going to discuss Ryan air's (RA) current strategic position by analysing its
macro (external)and micro (internal) environment. Macro Environment Macro environment consist
of those major external and uncontrollable factors that influence an organization's decision making,
and affect its performance and strategies. Now, i am ... Show more content on Helpwriting.net ...
The unit emission per passenger has also reduced due to the inherent capacity increase in the Boeing
737–800 aircraft. The new cap–and–trade scheme of EU for CO2 emission control can effect RA
cost management based on the allowances to be needed in 2012. Now we are going to analyse
industrial environment of RA using porter's five forces. Porter's 5 Forces The 5 forces are the
environmental forces that impact on the companies ability to compete in the given market. The
purpose of 5 forces analysis is to diagnose the principal competitive pressures in a market and assess
how strong and important each one is. Threat of new entrants: The threat of new entrants is low. The
short haul market is highly competitive as it needs high capital investment, special licenses and
flight authorisation. Then the restriction or lack of slot availability makes it even more difficult for
new entrants, to assess many airports. Any new entrant should have a differentiation strategy to enter
and stay competitive in the market. The low threat of new entrants has provided RA an opportunity
to grow and focus on the existing customers. Ryan Air has consolidated its position in the market
with a brand differentiation as low–cost
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71.
72. Allegiant Air Financial Statement
Allegiant Air has had a financial successful story for what people would expect in the low cost
carrier markets of today. Allegiant is in its 45th consecutively profitable quarter which is excellent
when you consider they were out of bankruptcy in 2001 which makes them continually profitable
since 2003. The company has used strategies that avoid barriers imposed by larger and more
established carriers by using strategies such as using regional airports instead of major airports,
using terminals during off peak times, investments in fuel to curve prices, and assets that are low
cost to own and operate. Revenue was just short of a billion and were up 10% from 2012 (Annual
Report, 2014).
Allegiants largest expense as reported by their 2013 Annual Report is undoubtedly fuel, costing
41.6% in 2012 and 38.7% in 2013 (Figure 1). Steps to circumvent fuel costs have included buying
A319s which reduced fuel burn from 950 gallons per hour on MD80s to 725 gallons per hour in
addition to establishing contractual agreements with Orlando Sanford International and affiliates and
investments in fuel storage and transportation facilities. The second largest cost is salaries and
benefits at 14.7% of operating costs in 2012 and increased to 15.9% in 2013. The current workforce
consists of 2065 full–time equivalent ... Show more content on Helpwriting.net ...
This shows that Allegiant has been successful in seeking and maintaining full flights with their
company strategy. In 2013 the cost per ASM was 10.33 cent at 5.60 cent for non–fuel and 4.73 for
fuel. Allegiant states that these results were acquired through their focus on cost–driven scheduling,
low aircraft ownership costs, simple product, low distribution costs, and small city market
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73.
74. Ryanair Case Study
1. Ryan air's success can be attributed to a few factors. First would be its 'Ever–decreasing costs'
mantra, providing low cost, low fares and no frills carrier strategy while achieving operating
efficiency and satisfying its customers which gives it a competitive advantage and cost leadership. It
targets price sensitive customers and offers them the cheapest short haul service among all its
competitors in the market. Ryanair gives much focus on keeping costs low and is constantly
examining every area of its operation to implement cost reductions. The initiatives taken to keep
costs low include:
Using Boeing 737 planes to have a fleet commonality in order to minimize staff trainings and
aircraft maintenance costs.
Web check–in facility that not only was loved by passengers but also helped Ryanair in reducing
staff and printing costs.
Point to point routes to avoid transfer costs of passengers.
Less airport charges by choosing secondary airports that were less congested and away from the city
centres and were looking to increase customer traffic.
Secondly, Ryanair keeps growing as a budget airline by focusing on growth, expansion and
operational efficiency as it keeps adding new bases, routes and aircrafts and disposing older and less
efficient planes. Initially after 1996, Ryanair did not pay out dividends on its shares instead retained
those earnings to grow the operations and services of the company till 2010 when the company had
achieved a reasonably profitable
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75.
76. The Priceline Group Is An American Based Company
Long: PCLN (Market Cap: $80.73B)
1. Summary Thesis:
The Priceline Group is an American–based company that provides travel and related services to
consumers and local partners. It has six primary brands: Booking.com, Priceline.com, agoda.com,
KAYAK, Rentalcars.com and OpenTable. Among these brands, Booking.com is the company's main
platform. Now, The Priceline Group operates in over 200 countries and areas and becomes the
biggest online travel agency in the world.
The total revenues of the Priceline Group in 2015 were about 9,224 million. It increased 9.3%
compared to the year ended December 31, 2014. And the revenue can be classified into three
categories: Agency revenues, merchant revenues and advertising and other revenues. The ... Show
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It is higher than the current stock price, $1631.62 per share. Therefore, I suggest to buy the PCLN
stock.
2. Background:
Agency revenues are about 70% of Priceline's total revenues. They are derived from travel–related
transactions from where Priceline is not the merchant of record and where the prices are determined
by third parties. This means that Priceline plays a role of an agency, connects customers and third
parties and then gets the commissions. The revenues from this part include travel, commissions,
GDS reservation booking fees related to certain travel services, travel insurance fees and customer
processing fees.
As the main platform of Priceline, booking.com contributes a lot of revenues to its parent company.
It claims that the website lists about 1,200,000 properties in 225 countries and books 1,200,000
room nights per day. Therefore, almost all of its revenue is agency revenue made up of travel
commissions.
Agency revenues for the year ended December 31, 2015 increased 11.7% compared to the year
ended December 31, 2014. The growth of business of Booking.com, rentalcars.com, priceline.com
and agoda.com led to the increasing. But the stronger U.S. Dollar significantly adversely affected
the growth of agency revenues which was expressed in U.S. Dollars.
77. Merchant revenues make up about 23% of Priceline's total revenues. They are derived from services
where Priceline is the
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78.
79. Ryanair and Its Activities Within the “European Airline...
Ryanair and its activities within the "European Airline Industry"
A pioneer in European discount air travel, Ryanair Holdings offers low–fare, no–frills air
transportation via its main subsidiary, Ryanair. The carrier flies to about 160 destinations, including
more than two dozen in Ireland and the UK; overall, it serves more than 25 countries throughout
Europe, plus Morocco. Ryanair specializes in short–haul routes between secondary and regional
airports. It operates from more than 40 bases, including airports in Belgium, France, Germany, Italy,
Spain, and Sweden, as well as in Ireland and the UK. The carrier maintains a fleet of about 270
Boeing 737–800s. Ryanair holds a 29% stake in Aer Lingus and has launched several unsuccessful
bids ... Show more content on Helpwriting.net ...
5. Financial Management
Since many things involved while handling an airline company financial management takes a large
part of it. This is also the best way to enlarge and develop the company and the services it offers.
Net revenue is the measure of profitability, with all revenues minus all costs divided by the total
seats flown. For the fiscal year ended March 31, 2004, ancillary services accounted for 13.9% of
Ryanair's total operating revenues, as compared to 13.1% of such revenues in the fiscal year ended
March 31, 2003. The increase reflected higher revenues from non–flight scheduled operations, car
rentals, in–flight sales and internet–related services. These increases more than offset the
elimination of charter revenue from April 2003, when the Company re–directed its charter capacity
to scheduled services. See "–Ancillary Services" and "Item 5. Operating and Financial Review and
Prospects–Results of Operations–Fiscal Year 2004 Compared with Fiscal Year 2003–Ancillary
Revenues" for additional information.
Bowman's Strategic Clock
(source: Müller, 2011, Case Study and Comparative Strategic Analysis of Toyota and Ryanair)
Stock Exchange"); Ordinary Shares are also traded on the London Stock Exchange. The Ordinary
Shares were
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80.
81. Allegiant Airlines Executive Summary
Executive Summary Allegiant Travel Company, parent company of Allegiant Air, is a low–cost
airline carrierthat caters exclusively to the leisure traveler. There are currently 980 employees that
manage the whole company (allegiantair.com). They are known for their innovative and sustainable
business models based on keeping fares low and providing additional services for customers.
Throughout the years, Allegiant has been operating by providing one–way tickets to and from its
"focus centers" which are destinations as Orlando, St. Petersburg, Phoenix, Los Angeles, Tampa and
Las Vegas (mergentonline.com). However, Allegiant Travel Company purchased six Boeing 757s in
March 2010 to expand their destinations to cities outside the USA ... Show more content on
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Additionally, we will look at the top managers making the strategic, long–term decisions. Finally,
we will be researching their internal company strategies such as human resources, operations,
marketing and finance. All of these play a role in determining the health of the company. For the
purpose of this analysis, the financial metrics for comparing Allegiant 's performance throughout the
past three years and across its industry are the return on investment, return on sales, return on equity,
return on assets and operational efficiency. The return on investments evaluates the efficiency of an
investment. The return on sales is used to see the company 's operational efficiency. The return on
equity states how profitable the company is revealing how much profit a company generates with
the investment that the company is receiving form shareholders. The operational efficiency is a
condition that explains if the participants are executing the transactions and if they are receiving the
services at a price that is fair. All of these metrics will allow us to determine Allegiant 's competitive
position. After analyzing the financial position of the company, I will focus on how Allegiant has
been fighting several economic forces. These include future prospects for inputs such as labor, fuel,
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82.
83. Ryan Air
Management Questions. 1. Leadership a. Michael O'Leary is credited with the fabulous expansion
of ryanair. Compare his managerial style with Richard Brandson of Virgin and Stelios Haj–Ioannou
of Easy Jet. Do you see similarities, differences? O'Leary is said to have a pugnacious and
aggressive management style, using a flat management hierarchy whose ethos is to provide a low
cost, reliable and competitive service. Ryanair decided to hire O'Leary and sent him to the States for
studying the Southwest low cost model. He learnt that model and implemented it even in a more
drastic way in Ryanair, he is completely focused on cutting cost and becoming more and more
efficient and he is always looking for new ways to achieve it. On ... Show more content on
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O'Leary nonetheless has been narrowed on the transportation industry O'Leary is an entrepreneur,
leader and manager. Nevertheless to answer deeply to this question it's better to start looking his
personal career achievements and future goals then comparing it with the others form Branson and
Stelios. He was born in a country side family, he funded his studies working as a barman. He started
working as an accountant for KPMG, He worked towards qualifications as a tax consultant. He left
after two years in 1985 to set up a newsagent 's business and another one, he was working on it
during two years. One of his clients at KPMG was Tony Ryan head of the company GPA a leasing
company. Tony Ryan decided to hire O'Leary at 1987 (when he was 26) as financial and tax advisor.
Tony Ryan started Ryanair about that time as regular carrier, and the company started losing money.
Then O'Leary came into play. He studied Southwest case and implemented the same model within
Ryanair, in a more drastic way. He was incredibly successful on managing this 360º change, to
accomplish this, one have to mention that O'Leary has to have impressive leadership skills, first of
all to convince Tony Ryan and a whole company to follow him it that amazing crusade, and
secondly in reaching and exceeding the objectives. Therefore Ryanair suddenly started being quite
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84.
85. Costco Competitive Analysis Essay
|Costco | |ESC–Accounting and Finance | | | |This case analysis will analyze the efficiency and health
of the organization. This | |case analysis was created using the textbook and the Stanford Graduate
School of | |Business. Costco Wholesale Corporation Financial Statement Analysis (A) Case A–
186A.| |19 June 2003. | | | | I. Executive Summary ... Show more content on Helpwriting.net ...
They truly started to differentiate themselves as a one stop shop. (Miller, 2011) The strategy for
Costco was that the company continued to buy merchandise at volume discounts from
manufacturers, rather than distributors. The stock is usually shipped directly to selling warehouses to
minimize freight costs. Stocked items are placed directly onto the selling floor or are still stacked on
their pallets, reducing handling and stocking labor. The number of sales and service employees is
also minimal, with a large percentage of the employees holding part–time status. Warehouses are
almost entirely self–service, from finding and buying items, to loading them into a customer's
vehicle. (Miller, 2011) Smart strategy allowed Costco by the end of 1993, to open its 100th store,
including an international store in Canada, and boasted a 2 for 1 stock split and a 3 for 2 stock splits
respectively. In 1993, the shareholders for both Costco and Price Company approved a merger, to
create PriceCostco. The two companies, who were once competitors, were now merged and moving
globally. By 1997, PriceCostco had opened stores in Essex, England, Seoul, Korea, and Taiwan, and
were up to 200 in total. These stores were now setting up in–store Hearing Aid centers and gas
station pumps in their parking lots. (HHC Publishing, 2010) In August of 1999, PriceCostco
reincorporates and changed its name to just Costco Companies Inc. Now heading
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