The document describes the four parts of the data processing cycle and major activities in each part. It also discusses documents and procedures used to collect and process transaction data, such as source documents, journals, and transaction cycles. Finally, it covers how information is stored in computer-based information systems, including master files, transaction files, coding techniques, and audit trails. The document contains multiple choice questions related to these accounting information system topics.
The document discusses core competency and competitive advantage. It defines core competency as critical skills and expertise that allow an organization to create new products for customer needs. Developing a strategic architecture and identifying core competencies can help consolidate skills and bind existing and new businesses. For sustained competitive advantage, an organization's core competencies should be valuable, rare, difficult to imitate, and leveraged through complementary organizational resources.
Inventory can be cost saving when managed strategically. It can also help an organisation improve customer service which leads to customer satisfaction and better Marketing performance. This research work concentrated on inventory management and Marketing performance in fast food restaurants in Abia state. Survey method of research design was adopted and sample size of 138 was determined using topman formula. The data collected through questionnaire as well as secondary data were analysed using Ordinary Least Square regression model and the Product Moment Correlation Coefficient. The findings show that inventory cost reduction has a significant effect on marketing performance of fast food restaurants in Abia State. There is a significant positive relationship between order quantity and customer satisfaction (r = 0.565; p< 0.05). Ordering time has a significant relationship with customer satisfaction (r = 0.875; p< 0.05) and reorder level has a significant effect on marketing performance. The study recommended that fast food restaurants in Abia State should handle inventory strategically to reduce cost and ensure availability of materials to ensure customer satisfaction.
The document discusses tools for conducting external analysis, including PESTEL, Porter's Five Forces framework, industry life cycles, and strategic group, market, and segment analysis. PESTEL involves analyzing political, economic, social, technological, environmental, and legal factors in the macro-environment. Porter's Five Forces examines competitive rivalry, potential new entrants, substitutes, suppliers, and buyers. Industry analysis also considers life cycles and competitive dynamics. Competitor profiling involves strategic groups and evaluating market segments. External analysis breaks down the external environment to understand industry trends and competitive forces.
Emerging markets like Brazil, China, India, Mexico, and Turkey are experiencing rapid economic growth and modernization. They have characteristics like a young population, growing middle class, good education, lower labor costs, and natural resources. Multinational enterprises from these emerging markets are becoming global challengers that seek market share from developed countries. Examples discussed are Cemex from Mexico in the cement industry, Embraer from Brazil in regional aircraft manufacturing, and Tata Steel from India in the steel industry. They were able to initially leverage advantages like lower costs and government support to become international players.
The document discusses several key accounting concepts related to financial statements including:
1) The revenue recognition principle which states revenue is recognized when earned through a four step process, not necessarily when cash is collected.
2) Basic inventory valuation methods including specific identification, FIFO, LIFO, and weighted average and how they affect ending inventory and cost of goods sold.
3) Calculation of earnings per share and how transactions like treasury stock purchases or stock splits can impact the number of shares outstanding and EPS.
Controllable and uncontrollable factors of international marketingGurleen Kaur
This document discusses controllable and uncontrollable factors in marketing, with a focus on globalization and the role of multinational corporations (MNCs). It provides examples of political, economic, socio-cultural, technological, and legal uncontrollable environmental factors. It then examines McDonald's controllable marketing mix strategies for the Indian market, including customized products, widespread locations, and varied pricing. Finally, it outlines how globalization has facilitated international trade and the growth of MNCs, providing benefits but also drawbacks to home and host countries.
This document reviews three schools of thought on what sources are likely to be the source of business success: the resource-based view, competence-based view, and dynamic capabilities view. It also discusses criticisms of the resource-based view, which is the most widely used model. Specifically, it outlines 13 criticisms of the resource-based view's VRIO framework, including that it does not fully explain how resources create strategic value and that the framework is not implementable in practice. The document concludes that resources alone cannot create competitive advantage and that dynamic capabilities need to be designed and continuously improved to achieve new advantages.
Strategic management involves determining an organization's long-term goals and plans. It includes analyzing the internal and external environment, formulating strategies, implementing strategies, and evaluating performance. Key aspects of strategic management include identifying the mission and objectives, conducting a SWOT analysis, developing corporate and business-level strategies around areas like growth, stability, and competitive advantage. Current issues involve e-business strategies, customer service strategies, and innovation strategies. Strategic flexibility is the ability to adapt strategies in response to changes in the external environment.
The document discusses core competency and competitive advantage. It defines core competency as critical skills and expertise that allow an organization to create new products for customer needs. Developing a strategic architecture and identifying core competencies can help consolidate skills and bind existing and new businesses. For sustained competitive advantage, an organization's core competencies should be valuable, rare, difficult to imitate, and leveraged through complementary organizational resources.
Inventory can be cost saving when managed strategically. It can also help an organisation improve customer service which leads to customer satisfaction and better Marketing performance. This research work concentrated on inventory management and Marketing performance in fast food restaurants in Abia state. Survey method of research design was adopted and sample size of 138 was determined using topman formula. The data collected through questionnaire as well as secondary data were analysed using Ordinary Least Square regression model and the Product Moment Correlation Coefficient. The findings show that inventory cost reduction has a significant effect on marketing performance of fast food restaurants in Abia State. There is a significant positive relationship between order quantity and customer satisfaction (r = 0.565; p< 0.05). Ordering time has a significant relationship with customer satisfaction (r = 0.875; p< 0.05) and reorder level has a significant effect on marketing performance. The study recommended that fast food restaurants in Abia State should handle inventory strategically to reduce cost and ensure availability of materials to ensure customer satisfaction.
The document discusses tools for conducting external analysis, including PESTEL, Porter's Five Forces framework, industry life cycles, and strategic group, market, and segment analysis. PESTEL involves analyzing political, economic, social, technological, environmental, and legal factors in the macro-environment. Porter's Five Forces examines competitive rivalry, potential new entrants, substitutes, suppliers, and buyers. Industry analysis also considers life cycles and competitive dynamics. Competitor profiling involves strategic groups and evaluating market segments. External analysis breaks down the external environment to understand industry trends and competitive forces.
Emerging markets like Brazil, China, India, Mexico, and Turkey are experiencing rapid economic growth and modernization. They have characteristics like a young population, growing middle class, good education, lower labor costs, and natural resources. Multinational enterprises from these emerging markets are becoming global challengers that seek market share from developed countries. Examples discussed are Cemex from Mexico in the cement industry, Embraer from Brazil in regional aircraft manufacturing, and Tata Steel from India in the steel industry. They were able to initially leverage advantages like lower costs and government support to become international players.
The document discusses several key accounting concepts related to financial statements including:
1) The revenue recognition principle which states revenue is recognized when earned through a four step process, not necessarily when cash is collected.
2) Basic inventory valuation methods including specific identification, FIFO, LIFO, and weighted average and how they affect ending inventory and cost of goods sold.
3) Calculation of earnings per share and how transactions like treasury stock purchases or stock splits can impact the number of shares outstanding and EPS.
Controllable and uncontrollable factors of international marketingGurleen Kaur
This document discusses controllable and uncontrollable factors in marketing, with a focus on globalization and the role of multinational corporations (MNCs). It provides examples of political, economic, socio-cultural, technological, and legal uncontrollable environmental factors. It then examines McDonald's controllable marketing mix strategies for the Indian market, including customized products, widespread locations, and varied pricing. Finally, it outlines how globalization has facilitated international trade and the growth of MNCs, providing benefits but also drawbacks to home and host countries.
This document reviews three schools of thought on what sources are likely to be the source of business success: the resource-based view, competence-based view, and dynamic capabilities view. It also discusses criticisms of the resource-based view, which is the most widely used model. Specifically, it outlines 13 criticisms of the resource-based view's VRIO framework, including that it does not fully explain how resources create strategic value and that the framework is not implementable in practice. The document concludes that resources alone cannot create competitive advantage and that dynamic capabilities need to be designed and continuously improved to achieve new advantages.
Strategic management involves determining an organization's long-term goals and plans. It includes analyzing the internal and external environment, formulating strategies, implementing strategies, and evaluating performance. Key aspects of strategic management include identifying the mission and objectives, conducting a SWOT analysis, developing corporate and business-level strategies around areas like growth, stability, and competitive advantage. Current issues involve e-business strategies, customer service strategies, and innovation strategies. Strategic flexibility is the ability to adapt strategies in response to changes in the external environment.
The document summarizes key differences between the Industrial Organization (IO) view and Resource-Based View (RBV) of firms. The IO view focuses on external industry conditions and assumes firms have identical resources, while the RBV focuses on internal characteristics and assumes resources are heterogeneous.
Analisi comparativa del Marketing mix nelle imprese nautiche da diportodamiano cori
Lo studio della tesi svolta mira a configurare il mercato nautico, a individuare i
comportamenti delle varie imprese nautiche nei differenti segmenti di mercato. Qual è
l‟orientamento del mercato nautico? Qual‟è la domanda globale e il dimensionamento
dell‟offerta nautica? Domande a cui daremo risposta nelle pagine successive, rivolte
inoltre a inquadrare attraverso le azioni di marketing mix la programmazione dei
prodotti, la promozione della domanda e l‟esecuzione della vendita. Conoscere come si
articolano le strategie aziendali, se ci sono o meno analogie tra i vari competitors e/o tra
i diversi mercati. Descrivere la filiera nautica e scoprire i rapporti di sincronizzazioni
con i mercati di riferimento; misurare le quote di mercato delle imprese nautiche e i
vantaggi competitivi nei loro segmenti di riferimento. L‟obiettivo del lavoro di tesi è
stato analizzare i segmenti di mercato sotto il profilo delle 4 leve del marketing mix:
Prodotto, Prezzo, Distribuzione e Comunicazione. Le finalità saranno, dopo aver creato un profilo di ogni segmento di mercato ed aver definito ciascuna impresa nautica
all'interno del proprio micro segmento, aver prodotto un‟analisi comparativa tra le
diverse strategie di marketing mix dei diversi players operanti all'interno del mercato
nautico internazionale anche nell'ottica di “strategic product development” tesa a
pianificare, attuare e controllare il posizionamento competitivo all'interno del segmento
di mercato selezionato. L‟analisi comparativa adottata sarà caratterizzata da un
complesso di attività interne ed esterne finalizzate a misurare le capacità competitive
delle imprese attraverso la rilevazione delle prestazioni dei singoli prodotti e servizi,
nonché sull'importanza ad essi attribuita ai differenti fattori caratterizzanti il mix
d‟offerta.
CSR in Global Context and in International BusinessNiña Mae Alota
This topic is composed of two topics - CSR in Global Context and CSR in International Business. The two topics have subtopics that discussed in the following slides. This will help you to know more on the welfare a corporation or business must have in order to preserve the dignity of humanity, living things, and the environment. It also discussed the effects of CSR both in globally and internationally.
El documento describe la estructura de un texto argumentativo. Generalmente incluye una introducción, tesis, cuerpo argumentativo con diferentes tipos de argumentos, y conclusión. El cuerpo argumentativo puede organizarse de forma encuadrada, explicativa, conclusiva o reiterativa.
The document provides an overview of Toyota Motor Corporation, including its history, recalls timeline, strategic management model, and conclusions. It discusses Toyota's mission, values, external/internal environment analyses, strategic choices, and implementation tactics. An organizational structure is presented, outlining Toyota's leadership and divisions. Recommendations include reorganizing to be more flexible, placing R&D higher, and creating feedback loops to better address PR and safety issues.
Corporate level strategies by AijazAryanAijaz Aryan
The document discusses various corporate restructuring strategies including stability, expansion, retrenchment, and combination strategies. It provides examples and explanations of each type of strategy. Stability strategies involve minor changes, expansion aims for high growth, and retrenchment reduces activities. Combination strategies mix elements of the other strategies. Mergers and acquisitions are also discussed as restructuring strategies. Success depends on achieving synergies and strategic fit between the combining organizations.
Corporate strategy involves determining the mix of businesses a firm competes in and how they should be managed. It is important because a good strategy creates synergy across businesses and adds more value than operating without coordination. Firms may choose a single or dominant business strategy for focus, or diversify across related industries to benefit from economies of scope and sharing activities. Diversification allows risk spreading but can also dilute focus. Firms pursue related diversification to transfer core competencies and obtain synergies through shared operations, assets, knowledge and resources.
The document discusses a research study on the impact of food stall design on students' purchasing decisions at the University Square Canteen in De La Salle University- Dasmarinas. Specifically, it aims to determine students' weekly allowances, how often they purchase food at the canteen, factors that influence stall design and purchasing decisions, and other factors that may impact purchases. A survey will be conducted of 100 students to collect data on these topics and analyze the relationship between stall design and purchasing behavior. The study seeks to test whether stall design impacts purchases or has no effect.
Competitive Advantage And Core Competenciespriyanka
The document discusses competitive advantage, core competencies, and various corporate strategies. It provides definitions and concepts related to competitive advantage, core competencies, and strategies such as amalgamation, merger, demerger, slump sale, takeover, disinvestment, joint venture, and franchising. Core competencies are unique skills or expertise that provide competitive advantages and allow companies to access new markets. Effective strategies allow companies to optimize their business portfolio.
This document discusses entry strategies and organizational structures for multinational corporations (MNCs). It covers common entry strategies like wholly owned subsidiaries, mergers and acquisitions, alliances, joint ventures, licensing, and franchising. It also discusses basic organizational structures for MNCs such as initial division structures, international division structures, and global structures. Additionally, it covers nontraditional structures like strategic alliances and keiretsus. Key characteristics of MNC organizational structures like formalization, specialization, and centralization are discussed. The document includes examples, advantages and disadvantages of different strategies and structures.
Strategic Management of US Ford Motors CorporationAga Dcruz
Ford Motor Company is an American automaker headquartered in Detroit. It was founded in 1903 by Henry Ford and sells Ford, Lincoln, and Mercury brands. During the 2008 financial crisis, Ford faced huge losses and devised a strategic plan to close plants and cut jobs. Ford took out loans to prevent bankruptcy. Currently, Ford's "One Ford" strategy standardizes production globally and reduces suppliers from 1,600 to 750 for effective supply chain management. Recommendations include differentiating products based on quality, relocating production to lower cost areas, and increasing market share in China and India.
Chapter 2 Developing Marketing Strategies and PlansNishant Agrawal
This document discusses key concepts in developing marketing strategies and plans. It covers value delivery processes, the value chain, core business processes, core competencies, holistic marketing, marketing plans, levels of marketing plans, corporate headquarters planning activities including defining mission and assessing growth opportunities, strategic business units, Porter's generic strategies, and categories of marketing alliances. The document provides definitions and explanations of these marketing concepts.
The Competitive Profile Matrix (CPM) is a tool that compares a firm to its rivals to reveal their relative strengths and weaknesses. The CPM identifies a firm's key competitors and compares them based on an industry's critical success factors. This allows companies to understand their external environment, competition, and determine which areas they should improve or protect against competitors. The CPM provides a single-page view of all major competitors' strengths and weaknesses in an industry to help visualize and communicate the competitive landscape.
This document discusses strategy implementation and control. It covers the relationship between strategy formulation and implementation, issues in strategy implementation, the role of organization structure, and leadership. Some key points:
1) Strategy implementation involves putting the chosen strategic plan into action through proper resource allocation, organizational structure, operating plans, and review processes.
2) Strategy formulation and implementation are interrelated but distinct phases - sound implementation is needed to ensure a strategy's success.
3) Issues in implementation include project execution, procedures, resource allocation, structure, functions, and changing behaviors. The appropriate organizational structure depends on factors like the strategy and firm size.
This presentation aims to critically evaluate the Generic Strategies. Not all the time these strategies are sucessful, Even the big guns in the industry have falied in may occasions.
The document discusses Porter's five forces model for analyzing industry competition. It describes the five competitive forces as the threat of new entrants, the threat of substitute products, the bargaining power of suppliers, the bargaining power of buyers, and rivalry among existing competitors. It explains that analyzing these forces can help companies understand the industry and make strategic decisions.
HP pursues a diversification strategy operating in multiple industries globally. It has a wide range of computing and printing products. While it has strong brand recognition and innovative products, it faces threats from competitors' pricing and technology. To mitigate risks, HP expands retail stores, pursues joint ventures, and develops easy-to-use products for retirees. It also works to improve technology and compatibility. Overall, HP's diversification strategy provides opportunities for growth but also comes with challenges in managing risks from competitors and changes in different markets and industries.
A transnational strategy refers to when a company operates across national borders on an international scale. There are several challenges to a transnational strategy, including overextending resources, political turmoil in foreign markets, risk to the home market position, and duplicating efforts. Cultural, political, economic, and infrastructural challenges also exist when operating in different countries. A transnational company is distinguished from a multinational, international, or global company in that it decentralizes decision-making powers and R&D to foreign markets while maintaining a central corporate facility.
The document provides an overview of conducting an internal analysis for strategic management. It discusses analyzing an organization's resources and capabilities, including its resource-based view, business model, value chain, functional resources, and functional capabilities. Key aspects covered include identifying the organization's strengths and weaknesses, distinctive competencies, core competencies, management functions, strategic marketing issues like market position and segmentation, marketing mix, product life cycle, and brand reputation. The internal analysis is critical for understanding an organization's internal strategic factors to determine if it can take advantage of opportunities and avoid threats.
(10) 4E AIS (Sat_ 10-12-2022) Ch.5_TB.pdfahmed490878
The document discusses key concepts related to the revenue cycle, including sales order entry, shipping, and billing processes. It provides multiple choice questions to test understanding of revenue cycle concepts like threats to the process, necessary controls, and key documents involved at each stage. Specific topics covered include segregation of duties, credit approval procedures, use of documents like sales orders, picking tickets, packing slips and bills of lading, and controls to address threats like theft and incomplete/inaccurate orders.
This document provides a guide for ACC 340's final exam, which includes 20 multiple-choice questions covering various accounting and information systems topics. It also includes 2 knowledge checks with additional multiple-choice questions and 2 discussion questions related to internal controls and information systems requirements. The exam guide is intended to help students prepare for the final assessment in the ACC 340 course.
The document summarizes key differences between the Industrial Organization (IO) view and Resource-Based View (RBV) of firms. The IO view focuses on external industry conditions and assumes firms have identical resources, while the RBV focuses on internal characteristics and assumes resources are heterogeneous.
Analisi comparativa del Marketing mix nelle imprese nautiche da diportodamiano cori
Lo studio della tesi svolta mira a configurare il mercato nautico, a individuare i
comportamenti delle varie imprese nautiche nei differenti segmenti di mercato. Qual è
l‟orientamento del mercato nautico? Qual‟è la domanda globale e il dimensionamento
dell‟offerta nautica? Domande a cui daremo risposta nelle pagine successive, rivolte
inoltre a inquadrare attraverso le azioni di marketing mix la programmazione dei
prodotti, la promozione della domanda e l‟esecuzione della vendita. Conoscere come si
articolano le strategie aziendali, se ci sono o meno analogie tra i vari competitors e/o tra
i diversi mercati. Descrivere la filiera nautica e scoprire i rapporti di sincronizzazioni
con i mercati di riferimento; misurare le quote di mercato delle imprese nautiche e i
vantaggi competitivi nei loro segmenti di riferimento. L‟obiettivo del lavoro di tesi è
stato analizzare i segmenti di mercato sotto il profilo delle 4 leve del marketing mix:
Prodotto, Prezzo, Distribuzione e Comunicazione. Le finalità saranno, dopo aver creato un profilo di ogni segmento di mercato ed aver definito ciascuna impresa nautica
all'interno del proprio micro segmento, aver prodotto un‟analisi comparativa tra le
diverse strategie di marketing mix dei diversi players operanti all'interno del mercato
nautico internazionale anche nell'ottica di “strategic product development” tesa a
pianificare, attuare e controllare il posizionamento competitivo all'interno del segmento
di mercato selezionato. L‟analisi comparativa adottata sarà caratterizzata da un
complesso di attività interne ed esterne finalizzate a misurare le capacità competitive
delle imprese attraverso la rilevazione delle prestazioni dei singoli prodotti e servizi,
nonché sull'importanza ad essi attribuita ai differenti fattori caratterizzanti il mix
d‟offerta.
CSR in Global Context and in International BusinessNiña Mae Alota
This topic is composed of two topics - CSR in Global Context and CSR in International Business. The two topics have subtopics that discussed in the following slides. This will help you to know more on the welfare a corporation or business must have in order to preserve the dignity of humanity, living things, and the environment. It also discussed the effects of CSR both in globally and internationally.
El documento describe la estructura de un texto argumentativo. Generalmente incluye una introducción, tesis, cuerpo argumentativo con diferentes tipos de argumentos, y conclusión. El cuerpo argumentativo puede organizarse de forma encuadrada, explicativa, conclusiva o reiterativa.
The document provides an overview of Toyota Motor Corporation, including its history, recalls timeline, strategic management model, and conclusions. It discusses Toyota's mission, values, external/internal environment analyses, strategic choices, and implementation tactics. An organizational structure is presented, outlining Toyota's leadership and divisions. Recommendations include reorganizing to be more flexible, placing R&D higher, and creating feedback loops to better address PR and safety issues.
Corporate level strategies by AijazAryanAijaz Aryan
The document discusses various corporate restructuring strategies including stability, expansion, retrenchment, and combination strategies. It provides examples and explanations of each type of strategy. Stability strategies involve minor changes, expansion aims for high growth, and retrenchment reduces activities. Combination strategies mix elements of the other strategies. Mergers and acquisitions are also discussed as restructuring strategies. Success depends on achieving synergies and strategic fit between the combining organizations.
Corporate strategy involves determining the mix of businesses a firm competes in and how they should be managed. It is important because a good strategy creates synergy across businesses and adds more value than operating without coordination. Firms may choose a single or dominant business strategy for focus, or diversify across related industries to benefit from economies of scope and sharing activities. Diversification allows risk spreading but can also dilute focus. Firms pursue related diversification to transfer core competencies and obtain synergies through shared operations, assets, knowledge and resources.
The document discusses a research study on the impact of food stall design on students' purchasing decisions at the University Square Canteen in De La Salle University- Dasmarinas. Specifically, it aims to determine students' weekly allowances, how often they purchase food at the canteen, factors that influence stall design and purchasing decisions, and other factors that may impact purchases. A survey will be conducted of 100 students to collect data on these topics and analyze the relationship between stall design and purchasing behavior. The study seeks to test whether stall design impacts purchases or has no effect.
Competitive Advantage And Core Competenciespriyanka
The document discusses competitive advantage, core competencies, and various corporate strategies. It provides definitions and concepts related to competitive advantage, core competencies, and strategies such as amalgamation, merger, demerger, slump sale, takeover, disinvestment, joint venture, and franchising. Core competencies are unique skills or expertise that provide competitive advantages and allow companies to access new markets. Effective strategies allow companies to optimize their business portfolio.
This document discusses entry strategies and organizational structures for multinational corporations (MNCs). It covers common entry strategies like wholly owned subsidiaries, mergers and acquisitions, alliances, joint ventures, licensing, and franchising. It also discusses basic organizational structures for MNCs such as initial division structures, international division structures, and global structures. Additionally, it covers nontraditional structures like strategic alliances and keiretsus. Key characteristics of MNC organizational structures like formalization, specialization, and centralization are discussed. The document includes examples, advantages and disadvantages of different strategies and structures.
Strategic Management of US Ford Motors CorporationAga Dcruz
Ford Motor Company is an American automaker headquartered in Detroit. It was founded in 1903 by Henry Ford and sells Ford, Lincoln, and Mercury brands. During the 2008 financial crisis, Ford faced huge losses and devised a strategic plan to close plants and cut jobs. Ford took out loans to prevent bankruptcy. Currently, Ford's "One Ford" strategy standardizes production globally and reduces suppliers from 1,600 to 750 for effective supply chain management. Recommendations include differentiating products based on quality, relocating production to lower cost areas, and increasing market share in China and India.
Chapter 2 Developing Marketing Strategies and PlansNishant Agrawal
This document discusses key concepts in developing marketing strategies and plans. It covers value delivery processes, the value chain, core business processes, core competencies, holistic marketing, marketing plans, levels of marketing plans, corporate headquarters planning activities including defining mission and assessing growth opportunities, strategic business units, Porter's generic strategies, and categories of marketing alliances. The document provides definitions and explanations of these marketing concepts.
The Competitive Profile Matrix (CPM) is a tool that compares a firm to its rivals to reveal their relative strengths and weaknesses. The CPM identifies a firm's key competitors and compares them based on an industry's critical success factors. This allows companies to understand their external environment, competition, and determine which areas they should improve or protect against competitors. The CPM provides a single-page view of all major competitors' strengths and weaknesses in an industry to help visualize and communicate the competitive landscape.
This document discusses strategy implementation and control. It covers the relationship between strategy formulation and implementation, issues in strategy implementation, the role of organization structure, and leadership. Some key points:
1) Strategy implementation involves putting the chosen strategic plan into action through proper resource allocation, organizational structure, operating plans, and review processes.
2) Strategy formulation and implementation are interrelated but distinct phases - sound implementation is needed to ensure a strategy's success.
3) Issues in implementation include project execution, procedures, resource allocation, structure, functions, and changing behaviors. The appropriate organizational structure depends on factors like the strategy and firm size.
This presentation aims to critically evaluate the Generic Strategies. Not all the time these strategies are sucessful, Even the big guns in the industry have falied in may occasions.
The document discusses Porter's five forces model for analyzing industry competition. It describes the five competitive forces as the threat of new entrants, the threat of substitute products, the bargaining power of suppliers, the bargaining power of buyers, and rivalry among existing competitors. It explains that analyzing these forces can help companies understand the industry and make strategic decisions.
HP pursues a diversification strategy operating in multiple industries globally. It has a wide range of computing and printing products. While it has strong brand recognition and innovative products, it faces threats from competitors' pricing and technology. To mitigate risks, HP expands retail stores, pursues joint ventures, and develops easy-to-use products for retirees. It also works to improve technology and compatibility. Overall, HP's diversification strategy provides opportunities for growth but also comes with challenges in managing risks from competitors and changes in different markets and industries.
A transnational strategy refers to when a company operates across national borders on an international scale. There are several challenges to a transnational strategy, including overextending resources, political turmoil in foreign markets, risk to the home market position, and duplicating efforts. Cultural, political, economic, and infrastructural challenges also exist when operating in different countries. A transnational company is distinguished from a multinational, international, or global company in that it decentralizes decision-making powers and R&D to foreign markets while maintaining a central corporate facility.
The document provides an overview of conducting an internal analysis for strategic management. It discusses analyzing an organization's resources and capabilities, including its resource-based view, business model, value chain, functional resources, and functional capabilities. Key aspects covered include identifying the organization's strengths and weaknesses, distinctive competencies, core competencies, management functions, strategic marketing issues like market position and segmentation, marketing mix, product life cycle, and brand reputation. The internal analysis is critical for understanding an organization's internal strategic factors to determine if it can take advantage of opportunities and avoid threats.
(10) 4E AIS (Sat_ 10-12-2022) Ch.5_TB.pdfahmed490878
The document discusses key concepts related to the revenue cycle, including sales order entry, shipping, and billing processes. It provides multiple choice questions to test understanding of revenue cycle concepts like threats to the process, necessary controls, and key documents involved at each stage. Specific topics covered include segregation of duties, credit approval procedures, use of documents like sales orders, picking tickets, packing slips and bills of lading, and controls to address threats like theft and incomplete/inaccurate orders.
This document provides a guide for ACC 340's final exam, which includes 20 multiple-choice questions covering various accounting and information systems topics. It also includes 2 knowledge checks with additional multiple-choice questions and 2 discussion questions related to internal controls and information systems requirements. The exam guide is intended to help students prepare for the final assessment in the ACC 340 course.
This document contains a 100-question multiple choice exam on accounting concepts. The exam covers topics like the basic definition of accounting, the accounting equation, the four main financial statements, debits and credits, accrual accounting, ratio analysis, and internal controls. It provides the questions along with four possible answer choices for each question.
This document contains a 100-question multiple choice exam on accounting concepts. The questions cover topics such as the definition of accounting, uses of accounting information, the accounting equation, financial statements, accrual accounting, ratio analysis, and internal controls.
This document contains a 100-question multiple choice exam on accounting concepts. The exam covers topics like the basic definition of accounting, the accounting equation, the four main financial statements, debits and credits, accrual accounting, ratio analysis, and internal controls. It provides the questions along with four possible answer choices for each question.
The document provides answers to multiple choice questions from the BUS 475 Final Exam across 4 sets with 100 questions each. It begins by stating it contains the correct answers to the BUS 475 Final Exam for Sets 1 through 4 or all sets. It then lists the questions and multiple choice answers for Set 1.
The document contains sample exam questions and answers related to chapters 9-12 of a business textbook. Some key topics covered include:
- Definitions of big data, data analytics, and the three Vs of big data.
- Limiting factors for businesses dealing with big data, and how data analytics can help companies through more directed marketing and identifying risks/opportunities.
- Changes to external auditors' interactions with clients due to data analytics and definitions relating to data security breaches.
- Tools in Excel useful for data analytics, including calculated fields, slicers, and Power Pivot.
- Concepts relating to data warehousing, data mining, business intelligence, and XB
Prepare for your interview with these important SAP SD Practice Exam questions. For more IT Profiles, Sample Resumes, Practice exams, Interview Questions, Live Training and more…visit ITLearnMore – Most Trusted Website for all Learning Needs by Students, Graduates and Working Professionals.
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This document provides a summary of 54 questions and answers from the ACC 561 Final Exam. It tests concepts related to performance reports, budgets, management accounting, financial accounting, cost accounting, and budgeting. Sample questions assess understanding of key terms like break-even analysis, activity-based costing, forecasting, and components of master budgets. The document aims to help students prepare for the ACC 561 exam by reviewing important accounting concepts and principles.
This document contains 23 multiple choice questions related to accounting and finance topics. Some key topics covered include accounting principles, financial statements, taxation, and financial planning. The questions have a single correct answer choice for each.
Acc 561 final exam 54#questions with answers correct 100%versyty
This document provides a summary of a 54 question multiple choice exam for ACC 561 Final Exam. It includes questions related to accounting concepts like performance reports, budgets, managerial accounting, financial accounting, and cost accounting. It also includes questions related to accounting principles, financial statements, transactions, and costing methods. The document provides the questions but not the answers, and includes a link to purchase the full tutorial with answers.
This document provides information about purchasing an ACC 564 complete class from an online retailer. It describes the contents of the class, which includes assignments on accounting information systems, improper assumptions about AIS, improving organizational performance through information management, system security needs, contrasting data and information, AIS components and objectives, and preventing hacking of business systems. The class contains quizzes on AIS concepts and characteristics of useful information.
This document contains a 54 question multiple choice exam on accounting topics including performance reports, budgets, managerial accounting, financial accounting, cost accounting, and budgeting. The questions cover concepts like the four financial statements, accounting principles, break-even analysis, cost behavior, activity based costing, and master budgets.
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This document provides the answers to a final exam for ACC 561. It contains multiple choice questions related to performance reports, budgets, the role of the treasurer, factors affecting management accounting, principles of ethical professional practice, the importance of ethical accountants, types of accounting such as managerial accounting and financial accounting, basic accounting concepts and conventions, and management control systems.
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This document provides an overview of ACC 564 Entire Course Accounting Information Systems. It includes details on 5 assignments that are part of the course, covering topics like information needs for accounting information systems, improper assumptions about AIS, hacking of business systems, and computer crimes. The assignments involve researching topics, assessing situations, and providing recommendations. Quizzes are also included that cover key concepts in accounting information systems such as the difference between data and information, characteristics of useful information, and components of an AIS.
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1. 1
Cahpter 2
2.1 Describe the four parts of the data processing cycle and the major activities in each.
1) Which of the following commonly initiates the data input process?
A) a business activity
B) automatic batch processing
C) an accounting department source document
D) a trial balance query
Answer: A
2) A typical source document could be
A) some type of paper document.
B) a computer data entry screen.
C) the company's financial statements.
D) both A and B
Answer: D
3) Which step below is not considered to be part of the data processing cycle?
A) data input
B) feedback from external sources
C) data storage
D) data processing
Answer: B
4) John Pablo works in the accounting department of a multinational manufacturing company.
His job includes updating accounts receivable based on sales orders and remittance advices. His
responsibilities are part of the company's
A) revenue cycle.
B) expenditure cycle.
C) financing cycle.
D) production cycle.
Answer: A
5) John Pablo works in the accounting department of a multinational manufacturing company.
His job includes updating accounts payable based on purchase orders and checks. His
responsibilities are part of the company's
A) revenue cycle.
B) expenditure cycle.
C) financing cycle.
D) production cycle.
Answer: B
2. 2
6) Many small businesses choose to outsource their payroll activities to firms that specialize in
providing payroll services. Dolores Yu operates a payroll processing business in Calabasas,
California. When she sends bills out to her clients, her work is part of her firm's
A) revenue cycle.
B) expenditure cycle.
C) financing cycle.
D) production cycle.
Answer: A
7) A delivery of inventory from a vendor, with whom a credit line is already established, would
be initially recorded in which type of accounting record and as part of what transaction cycle?
A) purchases journal; expenditure cycle
B) general journal; expenditure cycle
C) general ledger; expenditure cycle
D) cash disbursements journal; production cycle
Answer: A
9) Identify the four parts of the transaction processing cycle.
A) data input, data storage, data processing, information output
B) data input, data recall, data processing, information output
C) data input, data recall, data transmission, information output
D) data input, data recall, data transmission, data storage
Answer: A
10) What is the most frequent revenue cycle transaction?
A) purchase of inventory
B) receipt of cash
C) sale to customer
D) billing
Answer: C
11) True or False: The existence of relevant data guarantees the data are useful.
Answer: FALSE
12) Identify the item below that is not one of the four different types of data processing activities.
A) creating
B) reading
C) using
D) deleting
Answer: C
3. 3
13) What is the final step in the data processing cycle?
A) output
B) storage
C) processing
D) input
Answer: A
2.2 Describe documents and procedures used to collect and process transaction data.
1) The general ledger
A) is the initial place to record general expenses.
B) is posted in total to the general journal.
C) only includes balance sheet accounts.
D) summarizes the transactions in journals.
Answer: D
2) For a retail business, a delivery of inventory, from a vendor (with whom there is an
established credit relationship) would be initially recorded in which type of accounting record as
part of which transaction cycle?
A) purchases journal; expenditure cycle
B) general journal; expenditure cycle
C) general ledger; expenditure cycle
D) cash disbursements journal; production cycle
Answer: A
3) Data must be collected about three facets of each business activity. What are they?
A) the business activity, the resources it affects, the people who participate
B) the business activity, the transactions it creates, the impact on the financial statements
C) the inputs, outputs and processes used
D) who is involved, what was sold, how much was paid
Answer: A
4) Issuing a purchase order is part of which transaction cycle?
A) the revenue cycle
B) the expenditure cycle
C) the human resources cycle
D) the production cycle
Answer: B
4. 4
5) The collection of employee time sheets is part of which transaction cycle?
A) the revenue cycle
B) the production cycle
C) the human resources cycle
D) the expenditure cycle
Answer: C
6) Common source documents for the revenue cycle include all of the following except
A) sales order.
B) receiving report.
C) delivery ticket.
D) credit memo.
Answer: B
7) Which of the following documents would be found in the expenditure cycle?
A) delivery ticket
B) time card
C) credit memo
D) purchase order
Answer: D
8) Documents that are sent to customers or suppliers and then sent back to the company in the
course of a business transaction are known as
A) turnaround documents.
B) source documents.
C) input documents.
D) transaction documents.
Answer: A
5. 5
9) Which of the following is an example of source data automation?
A) a utility bill
B) POS (point-of-sale) scanners in retail stores
C) a bill of lading
D) a subsidiary ledger
Answer: B
10) Pre-numbering of source documents helps to verify that
A) documents have been used in order.
B) company policies were followed.
C) all transactions have been recorded.
D) source data automation was used to capture data.
Answer: C
11) Source documents generally help to improve accuracy in transaction processing because
A) they specify which information to collect.
B) logically related data can be grouped in the same area of the document.
C) they provide directions and steps for completing the form.
D) All of the above are correct.
Answer: D
12) In transaction processing, generally which activity comes first?
A) recording data in a journal
B) posting items to special journals
C) capturing data on source documents
D) recording data in a general ledger
Answer: C
13) Which of the following statements is true?
A) Batch processing ensures that stored information is always current.
B) Batch input is more accurate than on-line data entry.
C) On-line batch processing is a combination of real-time and batch processing.
D) Batch processing is not frequently used.
Answer: C
14) The data processing method used by FedEx to track packages is an example of
A) real-time processing.
B) batch processing.
C) online batch processing.
D) real-time batch processing.
Answer: A
6. 6
15) Street Smarts (SS) is a retailer located in Naperville, Illinois. During the peak tourist season,
it has average daily cash and credit card sales in excess of $7,000. What is the best way for SS to
ensure that sales data entry is efficient and accurate?
A) well-designed paper forms
B) source data automation
C) turnaround documents
D) sequentially numbered sales invoices
Answer: B
16) In Petaluma, California, electric power is provided to consumers by Pacific Power. Each
month Pacific Power mails bills to 86,000 households and then processes payments as they are
received. What is the best way for this business to ensure that payment data entry is efficient and
accurate?
A) well-designed paper forms
B) source data automation
C) turnaround documents
D) sequentially numbered bills
Answer: C
17) Data processing includes all of the following except
A) verifying subsidiary ledger balances.
B) changing customer addresses.
C) removing inventory items no longer offered.
D) adding the name of a new vendor.
Answer: A
18) The Cape Fear Rocket Club heads out to the dunes of Cape Fear, Oregon every August to
pierce the sky with their fiery projectiles. An enterprising seller of t-shirts has devised a series of
designs that capture the spirit of the event in silk-screened splendor. His employees can be found
on many of the major intersections selling his products out of the backs of pickup trucks. What is
the best way for this business to ensure that sales data entry is efficient and accurate?
A) well-designed paper forms
B) source data automation
C) turnaround documents
D) sequentially numbered forms
Answer: D
19) Which of the following statements about data processing methods is true?
A) Online real-time processing does not store data in a temporary file.
B) Batch processing cannot be used to update a master file.
C) Control totals are used to verify accurate processing in both batch and online batch
processing.
D) Online real-time processing is only possible with source data automation.
Answer: A
7. 7
22) Source data automation refers to
A) using devices to capture transaction data in machine-readable form at the time the transaction
is initiated.
B) using the internet as the operating platform of an accounting information system.
C) using an accounting information system to electronically bill customers.
D) using an accounting information system to automate a previously manual transaction process.
Answer: A
23) What is the first step in the data processing cycle?
A) input
B) output
C) storage
D) purchasing
Answer: A
24) A purchase requisition is a common source document used to facilitate which business
activity?
A) customer sale
B) receipt of goods
C) inventory purchase
D) purchase request
Answer: D
2.3 Describe the ways information is stored in computer-based information systems.
1) Identify the statement below that is not true with regards to the accounts receivable subsidiary
ledger.
A) Every credit sale is entered individually into the subsidiary ledger.
B) Debits and credits in the subsidiary ledger must always equal.
C) The subsidiary ledgers play an important role in maintaining the accuracy of the data stored in
the AIS.
D) The total of the subsidiary ledgers must equal the control account.
Answer: B
2) Which of the following is not usually a consideration when designing a coding system?
A) government coding regulations
B) standardization
C) future expansion needs
D) ease of reporting
Answer: A
8. 8
3) Which of the following statements regarding special journals is not true?
A) The balances in a special journal must always reconcile to the general ledger.
B) Special journals are used to record large numbers of repetitive transactions.
C) Special journals are periodically summarized and posted to the general ledger.
D) Special journals provide a specialized format for recording similar transactions.
Answer: A
4) A change in an employee's hourly pay would be recorded in
A) the payroll master file.
B) a payroll transaction file.
C) the employee master file.
D) the employee transaction file.
Answer: C
5) When the sum of all entries in the subsidiary ledger equals the balance in the corresponding
general ledger account, it is assumed that
A) the recording processes were accurate.
B) all source documents were recorded.
C) adjusting entries are not required.
D) no errors exist in the subsidiary ledger.
Answer: A
6) The general ledger account that corresponds to a subsidiary ledger account is known as a(n)
A) dependent account.
B) control account.
C) credit account.
D) attribute account.
Answer: B
7) Pre-numbered invoices and pre-numbered purchase orders are examples of
A) sequence codes.
B) block codes.
C) group codes.
D) mnemonic codes.
Answer: A
8) A chart of accounts is an example of (select all that apply)
A) sequence codes.
B) block codes.
C) group codes.
D) mnemonic codes.
Answer: B, C
9. 9
9) Product items are often coded with (select all that apply)
A) sequence codes.
B) block codes.
C) group codes.
D) mnemonic codes.
Answer: C, D
10) Identify the statement below that is false with regards to effective coding practices.
A) Codes should allow for growth.
B) Codes should be consistent with intended use.
C) Codes should be customized for each division of an organization.
D) Codes should be as simple as possible.
Answer: C
11) To be effective, the chart of accounts must
A) not use alpha-numeric characters.
B) contain sufficient detail.
C) utilize only one coding technique.
D) begin with account 001.
Answer: B
12) The chart of accounts of a movie theater would probably include
A) retained earnings.
B) a drawing account.
C) work-in-process.
D) both A and C
Answer: A
13) The efficiency of recording numerous business transactions can be best improved by the use
of
A) prenumbered source documents.
B) specialized journals.
C) posting references.
D) subsidiary ledgers.
Answer: B
14) A general journal
A) would be used to record monthly depreciation entries.
B) simplifies the process of recording large numbers of repetitive transactions.
C) records all detailed data for any general ledger account that has individual sub-accounts.
D) contains summary-level data for every account of the organization.
Answer: A
10. 10
15) The general ledger
A) is used to record infrequent or non-routine transactions.
B) simplifies the process of recording large numbers of repetitive transactions.
C) records all detailed data for any general ledger account that has individual sub-accounts.
D) contains summary-level data for every account of the organization.
Answer: D
16) A subsidiary ledger
A) is used to record infrequent or non-routine transactions.
B) simplifies the process of recording large numbers of repetitive transactions.
C) records all detailed data for any general ledger account that has individual sub-accounts.
D) contains summary-level data for every account of the organization.
Answer: C
17) A specialized journal
A) is used to record infrequent or non-routine transactions.
B) simplifies the process of recording large numbers of repetitive transactions.
C) records all detailed data for any general ledger account that has individual sub-accounts.
D) contains summary-level data for every account of the organization.
Answer: B
18) Which statement below is true with regards to an audit trail?
A) An audit trail begins with the general journal.
B) An audit trail provides the means to check the accuracy and validity of ledger postings.
C) An audit trail is a summary of recorded transactions.
D) An audit trail is automatically created in every computer-based information system.
Answer: B
19) Which of the following statements about a master file is false?
A) A master file is conceptually similar to a ledger in a manual AIS.
B) A master file's individual records are rarely, if ever, changed.
C) A master file exists across fiscal periods.
D) A master file stores cumulative information.
Answer: B
11. 11
20) Which of the following is conceptually similar to a journal in a manual AIS?
A) database
B) master file
C) record
D) transaction file
Answer: D
26) The coding technique most likely used for sales orders is
A) block code.
B) group code.
C) sequence code.
D) data code.
Answer: C
27) A specialized journal would be most likely to be used to enter
A) sales transactions.
B) monthly depreciation adjustments.
C) annual closing entries.
D) stock issuance transactions.
Answer: A
28) Changing an employee's hourly wage rate would be recorded where?
A) employee master file
B) employee transaction file
C) special journal
D) employee update file
Answer: A
29) Which of the following statements is not correct?
A) The audit trail is intended to verify the validity and accuracy of transaction recording.
B) The audit trail consists of records stored sequentially in an audit file.
C) The audit trail provides the means for locating and examining source documents.
D) The audit trail is created with document numbers and posting references.
Answer: B
30) Data about which of the following facets of a business activity is most likely to be recorded
in a transaction file?
A) business activity
B) resources affected by the business activity
C) people who participate in the business activity
D) place the business activity occurs
Answer: A
12. 12
31) Data about all of the following facets of a business activity are most likely to be recorded in
a master file except the
A) business activity.
B) resources affected by the business activity.
C) people who participate in the business activity.
D) place the business activity occurs.
Answer: A
2.4 Discuss the types of information that an AIS can provide.
1) Which statement below regarding the AIS is false?
A) The AIS must be able to provide managers with detailed and operational information about
the organization's performance.
B) Both traditional financial measures and operational data are required for proper and complete
evaluation of performance.
C) The AIS was often just one of the information systems used by an organization to collect and
process financial and nonfinancial data.
D) Traditionally, most AIS have been designed so that both financial and operational data are
stored in a manner that facilitates their integration in reports.
Answer: D
2) The quality assurance department at a large manufacturing business enters data into the AIS
that is used to produce a weekly report that summarizes the proportion of defective units in each
product line. This is an example of
A) internal financial information.
B) internal nonfinancial information.
C) external financial information.
D) external nonfinancial information.
Answer: B
3) Which of the following information would most likely be reviewed by management on an
exception report?
A) monthly cash budget
B) quality control system failures
C) unit sales by territory and salesperson
D) income statement
Answer: B
13. 13
4) All of the following situations would likely be communicated in an exception report except
A) production stoppages.
B) weekly credit and cash sales comparison.
C) low inventory level.
D) expense variances outside acceptable range.
Answer: B
5) Which statement below regarding the AIS and managerial reports is false?
A) The AIS is best utilized for financial data while the management information system is best
utilized for operational data.
B) The AIS must be able to provide managers with detailed operational information about the
organization's performance.
C) Both financial and nonfinancial data are required for proper and complete evaluation of
organizational performance.
D) Most source documents capture both financial and nonfinancial data about business
transactions.
Answer: A
6) True or False: Traditionally, accounting information systems have been used to collect,
process, store and report non-financial information.
Answer: FALSE
7) The existence of multiple systems which provide information can result in all of the following
except
A) redundancies.
B) discrepancies.
C) integration issues.
D) efficiency.
Answer: D
8) When printed on paper, data output is referred to as
A) reports.
B) hard copy.
C) soft copy.
D) financials.
Answer: B
9) When displayed on a monitor, data output is referred to as
A) reports.
B) hard copy.
C) soft copy.
D) financials.
Answer: C
14. 14
10) Identify the output below that an accounting information system can provide.
A) income statement
B) list of sales returns
C) exception reports
D) all of the above
Answer: D
2) In an ERP system, the module used to record data about transactions in the revenue cycle is
called
A) order to cash.
B) purchase to pay.
C) financial.
D) customer relationship management.
Answer: A
3) Implementation of an ERP system requires increased focus on all except which of the
following controls?
A) segregation of duties between custody, authorization, and recording
B) data entry controls on validity and accuracy
C) controls over access to data
D) appropriate disposal of hard copy reports
Answer: D
5) ERP stands for
A) enterprise resource planning.
B) enterprise resource program.
C) enterprise reporting program.
D) none of the above
Answer: A
6) In an ERP system, the module used to record data about transactions in the disbursement cycle
is called
A) order to cash.
B) purchase to pay.
C) financial.
D) customer relationship management.
Answer: B
7) In an ERP system, the module used to record data about transactions in the production cycle is
called
A) order to cash.
B) purchase to pay.
C) manufacturing.
D) logistics.
Answer: C
15. 15
8) In an ERP system, the module used to record marketing data is called
A) marketing.
B) advertising.
C) customer relationship management.
D) customer service.
Answer: C
9) All of the following are disadvantages of an ERP system except
A) an ERP provides an integrated view of the organization's data.
B) ERP software and hardware can cost midsized companies between $10 million and $20
million dollars.
C) ERPs frequently cause organizations to change their business processes to standardized ones.
D) ERPs are relatively complex.
Answer: A
10) All of the following are advantages of an ERP system except
A) in an ERP, data input is captured or keyed once.
B) ERPs permit management to gain greater visibility into every area of the enterprise.
C) it takes considerable experience and training to use an ERP system effectively.
D) ERPs permit manufacturing plants to receive new orders in real time.
Answer: C
11) All of the following are reasons that implementing a new ERP may fail except
A) employees may resist using the ERP system.
B) ERPs can take years to fully implement.
C) employees may refuse to share sensitive information with different departments.
D) ERPs may require procedures and reports to be standardized across business units.
Answer: D
12) All of the following are ERP vendors except
A) Dell.
B) SAP.
C) Oracle.
D) Microsoft.
Answer: A
13) An ERP system might facilitate the purchase of direct materials by all of the following
except
A) selecting the best supplier by comparing bids.
B) preparing a purchase order when inventory falls to reorder point.
C) routing a purchase order to a purchasing agent for approval.
D) communicating a purchase order to a supplier.
Answer: A