A presentation that’s addresses the relationship between the fundraising and the manufacturing sector. Specifically on calculating the bottom line to eradicate issues surrounding sustainability as a result of manufacturing.
The document discusses the benefits of exercise for mental health. Regular physical activity can help reduce anxiety and depression and improve mood and cognitive function. Exercise causes chemical changes in the brain that may help protect against mental illness and improve symptoms.
A business tuneup involves a business assessment by Sharper Counsel LLC to identify barriers to high performance in areas like goals, processes, and company culture. Sharper Counsel then works with the business to develop a rapid impact action plan of specific decisions and actions to improve efficiency. They coach the business on implementing the plan and periodically review progress, with the goal of accomplishing quick and sustainable improvements through addressing business, technical, and social issues - completing the business tuneup.
The SABRE project aimed to demonstrate the effectiveness of in situ enhanced anaerobic bioremediation for treating chlorinated solvent DNAPL source areas. It involved laboratory experiments, field tests at a contaminated site in the UK, and development of investigation and modeling tools. The laboratory experiments showed that reductive dechlorination of TCE to ethene was possible using an emulsified soy oil electron donor and nutrient addition. Field tests involved constructing a test cell through a DNAPL source area and injecting the emulsified soy oil, with monitoring showing enhanced DNAPL dissolution and degradation. The project advanced understanding of bioremediating DNAPL sources and demonstrated the technique for the first time in the UK.
This document outlines the top 10 customer service trends for 2011. Some of the key trends include social media continuing to be used more widely for customer service purposes, customers having more power and control over their service experience, and the increased adoption of self-service options. Customer-to-customer support through online forums is also highlighted as an important support channel for organizations. Overall, customer service is becoming an even greater differentiator for companies as providing excellent customer experiences leads to greater success.
Kumarjit Goswami is an architect with over 10 years of experience in architecture and urban design projects. He has a Master's degree in Urban Design from Jadavpur University and has worked on various commercial, residential, and urban planning projects. He is proficient in design, production, coordination, liaison, and computer skills like CAD, 3D modeling, rendering, and presentations. He is interested in areas like smart architecture, sustainable design, and has received honors for his work.
A presentation that’s addresses the relationship between the fundraising and the manufacturing sector. Specifically on calculating the bottom line to eradicate issues surrounding sustainability as a result of manufacturing.
The document discusses the benefits of exercise for mental health. Regular physical activity can help reduce anxiety and depression and improve mood and cognitive function. Exercise causes chemical changes in the brain that may help protect against mental illness and improve symptoms.
A business tuneup involves a business assessment by Sharper Counsel LLC to identify barriers to high performance in areas like goals, processes, and company culture. Sharper Counsel then works with the business to develop a rapid impact action plan of specific decisions and actions to improve efficiency. They coach the business on implementing the plan and periodically review progress, with the goal of accomplishing quick and sustainable improvements through addressing business, technical, and social issues - completing the business tuneup.
The SABRE project aimed to demonstrate the effectiveness of in situ enhanced anaerobic bioremediation for treating chlorinated solvent DNAPL source areas. It involved laboratory experiments, field tests at a contaminated site in the UK, and development of investigation and modeling tools. The laboratory experiments showed that reductive dechlorination of TCE to ethene was possible using an emulsified soy oil electron donor and nutrient addition. Field tests involved constructing a test cell through a DNAPL source area and injecting the emulsified soy oil, with monitoring showing enhanced DNAPL dissolution and degradation. The project advanced understanding of bioremediating DNAPL sources and demonstrated the technique for the first time in the UK.
This document outlines the top 10 customer service trends for 2011. Some of the key trends include social media continuing to be used more widely for customer service purposes, customers having more power and control over their service experience, and the increased adoption of self-service options. Customer-to-customer support through online forums is also highlighted as an important support channel for organizations. Overall, customer service is becoming an even greater differentiator for companies as providing excellent customer experiences leads to greater success.
Kumarjit Goswami is an architect with over 10 years of experience in architecture and urban design projects. He has a Master's degree in Urban Design from Jadavpur University and has worked on various commercial, residential, and urban planning projects. He is proficient in design, production, coordination, liaison, and computer skills like CAD, 3D modeling, rendering, and presentations. He is interested in areas like smart architecture, sustainable design, and has received honors for his work.
This presentation shows the business concept developped by 6TL Engineering called FastATE. With this concept you can develop and build your test system in a more efficient and faster way. It is possible to save up to 75% in time using the FastATE building blocks.
Deze presentatie behandeld de mogelijkheden welke Romex BV heeft als leverancier van test oplossingen. Getoond worden welke test technieken er zijn en hoe je een betaalbaar en modulair testsysteem kunt opzetten.
Dars 2011 pfra's 4th annual donor attrition retention surveyFuturef
1) The document is a letter from the CEO of the PFRA thanking a member for their interest in the PFRA's fourth annual donor attrition and retention survey (DARS).
2) It provides some initial findings from the survey including that attrition rates appear to be decreasing from their peak in 2008-2009 for both door-to-door and street campaigns.
3) The letter cautions that the initial analysis needs more testing and variables may be at play, with a full report to follow in September after additional analysis.
The survey of more than 1,900 nonprofit leaders in markets nationwide found that while there are some signs of hope, many nonprofits are straining under year-after-year increases in the demand for services. If you're interested in a customized report by geography or sub-sector, please contact Nonprofit Finance Fund!
This document provides guidance on proposal and reporting formats for major grants from the Joffe Charitable Trust for maternal health projects. It outlines 6 key areas the Trust looks for in funding proposals: 1) objectives and activities rather than logframes, 2) a stakeholder analysis, 3) plans for remaining responsive to changing needs, 4) an inclusive planning process, 5) collecting annual feedback from stakeholders, and 6) other Trust policies around meetings, funding cycles, and reports. The Trust values learning and flexibility over perfection.
The document contains questions and answers related to Philip Kotler's 22 marketing management chapters. It includes questions on topics such as the major competitive spheres, components of a marketing information system, factors influencing consumer behavior, components of brand equity, characteristics of services, levels of retail service, stages of internationalization, types of marketing control, and media used to reach teenage markets.
This presentation was given at Vistaprint's town hall-style 21st Century Marketing event for local micro businesses in conjunction with the Lexington Chamber of Commerce on January 20, 1011.
DealMarket DIGEST Issue 167 // 19 December 2014CAR FOR YOU
The document summarizes several news items from the private equity industry:
1) A study found that private equity funds with GPs that specialize and have more of their own money invested ("skin in the game") achieve higher returns.
2) IT company Riverbed agreed to a $3.6 billion take-private deal led by Thoma Bravo and Ontario Teachers' Pension Plan.
3) A survey found that almost all LPs expect returns above 11% in 2015 and many plan to increase their PE allocations.
Phenix is exploring a hybrid corporate governance model that balances profit and social purpose. Key aspects include having social and environmental impact at the core of its business model, sharing power between stakeholders, and limiting profit distribution. This aims to legitimize the company's mission while enabling radical innovation. Risks include mission drift and difficulties attracting capital if economic imperatives take priority. The hybrid model is growing in popularity with socially responsible investors. Phenix has had success saving over 170 million meals from being wasted. It plans to scale its anti-waste app and social impact to new levels in coming years by continuing to balance profits with its sustainability mission.
Building Partnerships That Work: Nonprofit and Community OutreachKristin Messerli
Companies who want to reach today’s young and diverse buyers must have a community strategy. With 75% of household growth is projected to come from minority segments over the next five years, it is important to be active in these communities. Additionally, Millennials and Generation Z are either in or approaching their first home buying experience and are much more likely to choose providers that are associated with a social cause (Cone Communications).
This session will cover the basics on building nonprofit partnerships that are long lasting and effective for business growth. Participants will learn:
- How to identify and build the right community partners
- How to develop strong relationships through networking and communication
- How to convert community outreach initiatives into a new channel of sales and recruitment
This presentation covers the current challenges facing nonprofits as they relate to "ratings." Questions such as what is "results reporting," what is "financial health and governance"? are also covered.
How does your organisation stay competitivenfpSynergy
The document discusses strategies for non-profits to gain and maintain a competitive advantage. It presents four main strategies: having a niche focus in services provided or geographic area served; being driven primarily by external funding sources; differentiating based on target audience or products/services; and having an overarching goal of raising awareness of the organization. It also notes how the external environment is changing and non-profits must adapt strategies to remain competitive. Measurement of competitive positioning can include factors like media mentions, search engine results, and growth trends. An effective strategy framework is recommended to guide an organization's marketing and communications.
This presentation shows the business concept developped by 6TL Engineering called FastATE. With this concept you can develop and build your test system in a more efficient and faster way. It is possible to save up to 75% in time using the FastATE building blocks.
Deze presentatie behandeld de mogelijkheden welke Romex BV heeft als leverancier van test oplossingen. Getoond worden welke test technieken er zijn en hoe je een betaalbaar en modulair testsysteem kunt opzetten.
Dars 2011 pfra's 4th annual donor attrition retention surveyFuturef
1) The document is a letter from the CEO of the PFRA thanking a member for their interest in the PFRA's fourth annual donor attrition and retention survey (DARS).
2) It provides some initial findings from the survey including that attrition rates appear to be decreasing from their peak in 2008-2009 for both door-to-door and street campaigns.
3) The letter cautions that the initial analysis needs more testing and variables may be at play, with a full report to follow in September after additional analysis.
The survey of more than 1,900 nonprofit leaders in markets nationwide found that while there are some signs of hope, many nonprofits are straining under year-after-year increases in the demand for services. If you're interested in a customized report by geography or sub-sector, please contact Nonprofit Finance Fund!
This document provides guidance on proposal and reporting formats for major grants from the Joffe Charitable Trust for maternal health projects. It outlines 6 key areas the Trust looks for in funding proposals: 1) objectives and activities rather than logframes, 2) a stakeholder analysis, 3) plans for remaining responsive to changing needs, 4) an inclusive planning process, 5) collecting annual feedback from stakeholders, and 6) other Trust policies around meetings, funding cycles, and reports. The Trust values learning and flexibility over perfection.
The document contains questions and answers related to Philip Kotler's 22 marketing management chapters. It includes questions on topics such as the major competitive spheres, components of a marketing information system, factors influencing consumer behavior, components of brand equity, characteristics of services, levels of retail service, stages of internationalization, types of marketing control, and media used to reach teenage markets.
This presentation was given at Vistaprint's town hall-style 21st Century Marketing event for local micro businesses in conjunction with the Lexington Chamber of Commerce on January 20, 1011.
DealMarket DIGEST Issue 167 // 19 December 2014CAR FOR YOU
The document summarizes several news items from the private equity industry:
1) A study found that private equity funds with GPs that specialize and have more of their own money invested ("skin in the game") achieve higher returns.
2) IT company Riverbed agreed to a $3.6 billion take-private deal led by Thoma Bravo and Ontario Teachers' Pension Plan.
3) A survey found that almost all LPs expect returns above 11% in 2015 and many plan to increase their PE allocations.
Phenix is exploring a hybrid corporate governance model that balances profit and social purpose. Key aspects include having social and environmental impact at the core of its business model, sharing power between stakeholders, and limiting profit distribution. This aims to legitimize the company's mission while enabling radical innovation. Risks include mission drift and difficulties attracting capital if economic imperatives take priority. The hybrid model is growing in popularity with socially responsible investors. Phenix has had success saving over 170 million meals from being wasted. It plans to scale its anti-waste app and social impact to new levels in coming years by continuing to balance profits with its sustainability mission.
Building Partnerships That Work: Nonprofit and Community OutreachKristin Messerli
Companies who want to reach today’s young and diverse buyers must have a community strategy. With 75% of household growth is projected to come from minority segments over the next five years, it is important to be active in these communities. Additionally, Millennials and Generation Z are either in or approaching their first home buying experience and are much more likely to choose providers that are associated with a social cause (Cone Communications).
This session will cover the basics on building nonprofit partnerships that are long lasting and effective for business growth. Participants will learn:
- How to identify and build the right community partners
- How to develop strong relationships through networking and communication
- How to convert community outreach initiatives into a new channel of sales and recruitment
This presentation covers the current challenges facing nonprofits as they relate to "ratings." Questions such as what is "results reporting," what is "financial health and governance"? are also covered.
How does your organisation stay competitivenfpSynergy
The document discusses strategies for non-profits to gain and maintain a competitive advantage. It presents four main strategies: having a niche focus in services provided or geographic area served; being driven primarily by external funding sources; differentiating based on target audience or products/services; and having an overarching goal of raising awareness of the organization. It also notes how the external environment is changing and non-profits must adapt strategies to remain competitive. Measurement of competitive positioning can include factors like media mentions, search engine results, and growth trends. An effective strategy framework is recommended to guide an organization's marketing and communications.
When we conducted our inaugural environmental, social and governance (ESG) survey of private equity (PE) professionals last year, it was startling to see that nearly half (49%) of our general partner (GP) respondents did not have an ESG program at their firm and had no plans to create one, despite heightened concern from limited partners (LPs) on ESG issues. What a difference a year makes—not to mention the fact that we had a higher proportion of European respondents this year, who are much more progressive when it comes to ESG issues. In our second edition of the ESG survey, a majority of GP respondents (60%) now work at a firm with an established ESG program and another 26% either have an ESG program in development or plan to create one in the near future. However, there are still some PE firms that see little value in ESG programs. As one GP respondent put it: “we think [ESG] is the most asinine initiative ever to come out in the business world.”
While some PE firms eschew ESG issues and think that strong fund performance is enough to attract LP commitments, the LPs themselves are telling a different story. Eighty-four percent of LP respondents say that ESG issues are at least somewhat important when deciding whether or not to commit to a PE fund, with 18% claiming they are essential. Furthermore, 24% said they would they would commit to a fund with slightly lower historical performance if the firm had a strong ESG program. Remember, many of the largest contributors to PE funds are public pension plans, endowments, foundations and sovereign wealth funds—institutions which not only are interested in returns but also have an image to maintain. “GPs have to be more aware of investors’ desire for knowledge of their investments beyond just the financial return,” commented one LP respondent, while adding that the responsibility ultimately falls on the investors: “GPs will only change if the LPs push them to.”
One of the big takeaways from this year’s survey is that more PE firms are taking the necessary steps to make ESG a fundamental part of their investment approach. For example, 28% of GP respondents indicated that their firm produces a corporate social responsibility (CSR) report, up from 18% in 2012. And while finding effective metrics to monitor ESG performance continues to be the largest hurdle for ESG efforts, PE firms continue to find new ways to measure their ESG initiatives and have increasingly utilized forums, case studies and industry events and guidelines to fill the knowledge gap.
We hope that this survey serves as a lens into the current state of ESG issues in the PE industry and provides a starting point for developing a set of best practices that can be adopted by firms of all sizes. If you are interested in participating in future editions of the survey, or have any comments or suggestions for how we can improve this report, please contact us at research@pitchbook.com.
The document discusses making corporate partnerships work and provides tips for successful partnerships between companies and nonprofits. It defines different types of corporate partnerships and explores how the mindset around partnerships is evolving from short-term transactions to long-term relationships focused on mutual benefit and social impact. Successful partnerships require understanding both business and nonprofit goals and finding opportunities for integrated collaboration across issues and business lines.
This document is from a chapter about globalization and its impact on society. The chapter objectives are to evaluate the economic effects of multinational enterprises on home and host countries, discuss responsible corporate behavior, and examine issues around the social impacts of globalized business. It discusses topics like the impact of foreign direct investment, ethics and bribery, environmental sustainability, labor conditions, and developing corporate codes of ethics.
This document provides guidance on how to build leadership support for new technology investments. It outlines the changing fundraising landscape and need for organizations to adapt. Key points include trends showing donors increasingly interacting with charities online and the importance of an integrated digital strategy. The document then offers tips for conducting research, identifying needs, making the business case to leadership and addressing common concerns about cost, fit with goals and evaluating alternatives. Case studies demonstrate how technology can boost fundraising returns. Overall it aims to equip readers to effectively pitch a new online solution to decision-makers.
The document provides guidance on developing an effective social media strategy for events. It introduces the power of social media and highlights corporate reasons for using social media, such as marketing, research, and customer service. It then identifies key elements to consider before embarking on a social media campaign, such as current marketing strategy, goals, and which social media sites and tools to use. The document also discusses developing an effective strategy, including setting objectives, choosing appropriate channels, implementing tactics, establishing timelines and metrics to measure performance.
Results of the 2011 Hampshire First Bank Business First Survey.
The Business First survey included participation from businesses located across Southern New Hampshire who were asked a series of questions relating to industry profile, economy, employee benefits, business expansion, business management, environmental concerns, and marketing practices. These business leaders primarily represented the small business community, which embodies the New Hampshire spirit.
Presented at the UKSG Annual Conference 2010, this covers the research and philosophy behind SPIE's long-term decision to reset it's Digital Library subscription prices. The economic crisis provided a catalyst to take a longer-term look at how to best disseminate the society's conference and journal content, and at the same time build its subscriber base. The 10% price rollback in 2010 was followed by a freeze in 2011 and a 5% further rollback for 2012.
Running Head FINANCIAL RATIOS 1FINA.docxcowinhelen
Running Head: FINANCIAL RATIOS
1
FINANCIAL RATIOS
5
FINANCIAL RATIOS
Shawn Harden
Southern Wesleyan University
Managerial Finance
Apple Financial Analysis
On this assignment, we cover the financial analysis of Apple incorporated company. The analysis is done by the use of financial ratios. Apple is a company that provides the customer with various products such as mobile phones, tablets, laptops, software and other music digital players. The company is based in the United States but has customer all over the world. The company is among the best in the industry.
Liquidity Ratios
2014
2015
Current Ratio
1.08
1.11
Quick Ratio
0.86
0.98
Liquidity ratios are ratios that are used to determine the ability of a company to pay back its liabilities. The liquidity of the company can be determined by using current ratios and quick ratios. The current ratio is determined by making a comparison of current assets to current liabilities.
This ratio is meant to determine the liquidity and efficiency of the company. The ratios of the company show that the company can comfortably pay its outstanding debt using its current assets. The company therefore has a big margin and can therefore be able to pay the debt and any more debt. The company has a good liquidity due to the fact that their sales have increased which makes the liquid cash increase to and the current assets to also increase (Titman, Keown & Martin, 2015).
Quick ratio determines the liquidity of the company using the most liquid assets that it has. The most liquid assets in this case are cash and cash equivalents. The two ratios above show that the company cannot be able to pay all of its debts using the most liquid assets. The company can therefore not be able to pay of all its debts in case of a situation where it should be paid within a short period of time. The company however has a better quick ratio in comparison to the industry’s average. The quick ratio improved from 2014 to 2015 due to the fact that the company had an increase in its sales thus an increase in accounts receivable and cash.
Asset turnover ratios
2014
2015
Inventory Turnover
53.2
59.6
Collection Period
34.9
26.3
Asset turnover ratio draws a comparison between the company’s revenues and the company’s assets. The asset turnover ratio is used to determine the efficiency of the company in using its assets to generate revenues. Inventory turnover determines the number of times the company consumes all of its inventory and replaces it within an accounting period. The company had high numbers of inventory turnover.
This therefore shows that the company has low costs for storage since they take the company take low levels of inventory at a time. This shows that the company has an efficiency in the way it uses its assets. The company buys low level of inventory so that the company has more cash left to carry out other investments. The level of asset turnover is good if the company does not a ...
This document provides an introduction to social media and its potential benefits for businesses. It discusses how social media can help businesses communicate with customers and build their brand. It also outlines the key elements of a social media strategy, including defining goals and metrics. Platforms like Facebook, Twitter, LinkedIn, YouTube and blogs are examined in terms of their usage and growth statistics. The document emphasizes that social media is an important tool for networking, relationship building and viral marketing.
4. Return on Behavior Magazine 5 Trends for Companies to Consider Building Corporate Giving into Business is growing Consumers are more likely to support companies that give back Employees want to work for companies that care about causes Consumers care about choice, relevancy and transparency when corporations give Companies need to do more and consumers expect them to do it 4/5/2011 L.Price 4
5. “Organizations that support international programs are likely to rely on 20% of their funding from the corporate sector” - Perspectives on Fundraising 2009,Imagine Canada 4/5/2011 L.Price 5
6. Where did it start and where will it end? 4/5/2011 L.Price 6 CSR
16. Do We Need Internationally Adopted Guidelines for Corporations to Report on? 4/5/2011 L.Price 13
17. GRI or Triple Bottom Line Reporting? 4/5/2011 L.Price 14
18. Anecdotal Feedback: What is Important to You? “We need to promote an overall culture of transparency by governments, businesses, non-profit institutions and charities.” -Anonymous “Consistency, transparency, and comparability” -Anonymous 4/5/2011 L.Price 15
19. Could This Mean a Whole New World is Nigh? 4/5/2011 L.Price 16
20. Recommendations for Further Research Develop Education Plan Expand the Research All charities and not for profits that accept corporate funding All Corporations with Philanthropic Giving programs Take it global Develop standards for calculating impact 4/5/2011 L.Price 17
21. Work Cited Corporate Social Responsibility Survey, Leanne Price, Humber Collge, March 2011. 2010 Compensation and Benefits Study, US and Canada. Association of Fundraising Professionals (Slide 5) http://library.imaginecanada.ca/files/nonprofitscan/en/other_research/perspectives_on_fundraising_muttart_20090924.pdf (Slide 5) http://library.imaginecanada.ca/files/nonprofitscan/en/other_research/perspectives_on_fundraising_muttart_20090924.pdf (Slide 5) Return on Behaviors Magazine, 24th November 2010 By Jana Taylor (Slide 3) “Show Them You Care” identified as one of the top ten marketing trends for 2009 (Source: www.trendsinbranding.com/trends.php#1) (Slide 3) 4/5/2011 L.Price 18
All have been accused of violations of human rights, environmental destruction and brainwashing.3 Significant things unites these organizations:Transnational CorporationCSR Reports Corporate giving programs
All have been accused of violations of human rights, environmental destruction and brainwashing.3 Significant things unites these organizations:Transnational CorporationCSR Reports Corporate giving programs
Return on Behavior Magazine has identified trends to share with corporations on why corporate philanthropy is a growing necessity for growth.1. “Show Them You Care” identified as one of the top ten marketing trends for 2009 (Source: www.trendsinbranding.com/trends.php#1)2. 85% of people have a more positive image of a company when it supports a cause they care about (Source: 2008 Cone Cause Evolution Study)
*(1)2010 Compensation and Benefits Study, US and Canada. Association of Fundraising Professionals*(2)http://library.imaginecanada.ca/files/nonprofitscan/en/other_research/perspectives_on_fundraising_muttart_20090924.pdf*(3) http://library.imaginecanada.ca/files/nonprofitscan/en/other_research/perspectives_on_fundraising_muttart_20090924.pdf
No CSR is alikeThere is not internationally adopted set of guidelines There is no accountability to meeting targetsTransnational Corporations will only report on the good.We can’t see the truth from here.Organizations rarely report on their supply chain
If corporate giving is growing, do charities need to ask for more transparency form their potential partners?Ask corporations to reach beyond the CSR and report on the absolute truth?
Pros and Cons of Each
Survey is not indicative of the masses, rather an indication of whether there is an appetite for change as it relates to Corporate Social Responsibility
Survey is not indicative of the masses, rather an indication of whether there is an appetite for change as it relates to Corporate Social Responsibility
83% response rate for survey
There is currently no consistency in the reporting measures or structures, therefore it is difficult (nearly impossible) to compare "apples to apples".
“We need honesty & accuracy (independently audited)”“Being able to compare apples to apples between companies and across industries.”
These indirect impacts are cumulatively HUGE. But until there are ways to calculate the people and planet portion, it won't be meaningful for corporations to use this formula
Call to Action – Propose that laws be designed and adhered to
benefits to allReduction on Corporate ImpactEnhanced competitive edgeSustainability being taken seriously