The group presented on a comparison between a traditional pizza business, Paulie's Pizza House, and Domino's Pizza, a more modern pizza chain. They analyzed the financial plans, including capital expenditures, operating expenses, marketing strategies, and risks of both businesses. Key differences were that Domino's has established brand recognition internationally as a franchise, while Paulie's is a single, independent location. The group ultimately recommended investing in Domino's due to its strong brand, marketing capabilities, and potential for expansion.
• Large Scale Store Operations, Business Leadership, Category Management, International buying, Retail Finance, Business process development, Team development , Strategy Development, Business Planning, P&L Management for multiple profit centers, Leadership development, Business strategies. Policy- Planning Execution & Reviews, Startup Operations, Procurement national and International, negotiations & TOT finalizations. Business Expansion Planning and Execution. Business Control Systems and processes.
International Experience in managing retail business (Both Operations & Category).
Wally Dueno II has over 20 years of experience in sales and marketing in the fishing and hunting industries. He has held roles as a Territory Manager, Senior District Sales Manager, Field Merchandiser, and Team Leader. In these roles, he developed marketing plans, called on accounts, set up booths at trade shows, trained store personnel, and managed teams. He has a proven track record of growing sales territories and reducing product returns to save the companies he worked for millions.
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.
هذه محاضرة قدمتها بالجامعة بعنوان: ماجستير إدارة الأعمال الMBA
متى ولماذا وكيف
المحاضرة عامة ومختصرة
المحاضرة مسجلة على يوتيوب هنا:
https://www.youtube.com/watch?v=29NClFC5Gf4
A Comprehensive Business Report on the Way Forward after Google goes public in 2004.
All work is mine under the eagle-eyed guidance of the famous Professor Robert Mockler at St. John\'s University\'s Tobin College of Business.
Alot of the suggestions i make were actually enacted by Google in the years that followed. You can call it coincidence.
This powerpoint presentation is prepared by reviewing the article entitled "A Case for Global Corporate Governance Rules : An Auditor’s Perspective" by Robert S Roussey. This is presented in a seminar on corporate governance at School of Management, Tribhuvan University.
This document discusses various factors related to corporate governance and financial reporting. It includes summaries of several reports on corporate governance issues:
1. It outlines factors that can undermine confidence in financial reporting such as loose accounting standards, lack of oversight of directors, and competitive pressures.
2. It summarizes key recommendations from reports such as Cadbury (1992), Greenbury (1995), Higgs (1998), Turnbull (1999), and Smith (2003) regarding issues like separating the CEO and chairman roles, increasing independent directors, overseeing executive pay, and strengthening auditing practices.
3. It proposes a group assignment discussing which recommendations from these reports have been implemented in students' home countries and which have not and why
• Large Scale Store Operations, Business Leadership, Category Management, International buying, Retail Finance, Business process development, Team development , Strategy Development, Business Planning, P&L Management for multiple profit centers, Leadership development, Business strategies. Policy- Planning Execution & Reviews, Startup Operations, Procurement national and International, negotiations & TOT finalizations. Business Expansion Planning and Execution. Business Control Systems and processes.
International Experience in managing retail business (Both Operations & Category).
Wally Dueno II has over 20 years of experience in sales and marketing in the fishing and hunting industries. He has held roles as a Territory Manager, Senior District Sales Manager, Field Merchandiser, and Team Leader. In these roles, he developed marketing plans, called on accounts, set up booths at trade shows, trained store personnel, and managed teams. He has a proven track record of growing sales territories and reducing product returns to save the companies he worked for millions.
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.
هذه محاضرة قدمتها بالجامعة بعنوان: ماجستير إدارة الأعمال الMBA
متى ولماذا وكيف
المحاضرة عامة ومختصرة
المحاضرة مسجلة على يوتيوب هنا:
https://www.youtube.com/watch?v=29NClFC5Gf4
A Comprehensive Business Report on the Way Forward after Google goes public in 2004.
All work is mine under the eagle-eyed guidance of the famous Professor Robert Mockler at St. John\'s University\'s Tobin College of Business.
Alot of the suggestions i make were actually enacted by Google in the years that followed. You can call it coincidence.
This powerpoint presentation is prepared by reviewing the article entitled "A Case for Global Corporate Governance Rules : An Auditor’s Perspective" by Robert S Roussey. This is presented in a seminar on corporate governance at School of Management, Tribhuvan University.
This document discusses various factors related to corporate governance and financial reporting. It includes summaries of several reports on corporate governance issues:
1. It outlines factors that can undermine confidence in financial reporting such as loose accounting standards, lack of oversight of directors, and competitive pressures.
2. It summarizes key recommendations from reports such as Cadbury (1992), Greenbury (1995), Higgs (1998), Turnbull (1999), and Smith (2003) regarding issues like separating the CEO and chairman roles, increasing independent directors, overseeing executive pay, and strengthening auditing practices.
3. It proposes a group assignment discussing which recommendations from these reports have been implemented in students' home countries and which have not and why
Insights into Comparative Corporate Governance of Family BusinessesOmar Qaise
This document discusses corporate governance challenges in family businesses. It notes that while family businesses can outperform non-family counterparts, introducing proper governance is difficult. Key challenges include complex relationship layers between family and management, ensuring fairness for minority shareholders, developing succession plans, resistance to change, and subjective communication. The document suggests separating ownership, control and management; establishing separate family and company boards; training future leaders; and decentralizing transparent decision-making to improve governance in family firms.
The document discusses several topics related to the US legal system including:
1) Judicial review was established in 1803 by the Supreme Court case Marbury v. Madison, granting courts the power to review the constitutionality of laws.
2) For a court to hear a case it must have jurisdiction over the parties and subject matter. Jurisdiction is being applied to internet cases based on the level of interaction between parties.
3) The US government branches are executive, legislative, and judicial. The judicial branch includes federal and state court systems with trial and appellate courts.
Corporate governance involves systems to monitor management and prevent self-interested behavior that harms shareholders. The HealthSouth case shows how failures in oversight by boards, auditors, and analysts allowed fraud. Governance aims to reduce agency costs from the separation of ownership and control of companies. However, individuals and firms are also influenced by moral and social factors beyond just self-interest. Effective governance systems consider both shareholder and stakeholder interests, and are shaped by external laws and cultural norms.
The document discusses corporate governance and the roles and responsibilities of boards of directors and top management. It covers topics like what a board of directors is responsible for, types of board members, trends in corporate governance, and the duties of top management. The key points are that boards are responsible for setting strategy, overseeing management, and representing shareholders, while top management leads the company and sets strategic vision.
The chapter discusses the theoretical foundations and mechanisms of corporate governance, as well as divergent governance models. It outlines the evolution of corporate governance from focusing on agency costs to encompassing stakeholder interests. The chapter also compares theories like agency theory, stewardship theory, and stakeholder theory. Finally, it identifies the obligations of an ideal corporation to society, investors, employees, and customers, as well as managerial obligations.
This chapter provides an overview of corporate governance. It defines corporate governance as addressing problems that result from the separation of ownership and control in corporations. The chapter discusses how corporate governance relates to shareholders, creditors, employees and other stakeholders. It also outlines issues in corporate governance such as board composition and directors' remuneration. The chapter explains that good corporate governance helps protect stakeholders' interests and ensures long-term shareholder value.
This presentation is for my students under Master in Business Administration Course code of Business Policy MBA106. The information is all about the roles and managing of corporate under the corporate governance.
The document discusses key concepts in strategic management including:
1) Strategic management involves setting long-term plans to manage opportunities/threats based on strengths/weaknesses and determining corporate performance.
2) The strategic management process includes environmental scanning, strategy formulation, implementation, and evaluation.
3) Strategic flexibility and becoming a learning organization are important for adapting to changing environments.
4) Different levels of strategy include corporate, business unit, and functional strategies.
The document provides an overview of strategic management concepts from several reference books. It discusses key topics in strategic management including environmental scanning, strategy formulation, objectives, strategies, implementation, and evaluation. Examples are provided of mission statements from companies like ONGC and Nirma. The importance of strategic flexibility and organizational learning are covered. The strategic management model involving environmental scanning, strategy formulation, implementation, and evaluation is depicted.
United Motors Lanka PLC's corporate governance practices are evaluated based on a study of its annual report and relevant codes and regulations. The document examines the company's board structure, practices around transparency, accountability, and independence. It finds that the board could be strengthened by having more independent directors and separating the roles of chairman and CEO. Recommendations include increasing corporate social responsibility initiatives, transparency around audit and remuneration practices, and promoting more fuel efficient vehicles.
Strategic mgmt & bus policy by thomas l. wheelen (10th edition)Mohit Singla
This document provides an overview of environmental scanning and industry analysis. It discusses scanning the societal environment, including economic, technological, political-legal, and sociocultural forces. It also discusses scanning the task environment and analyzing industries using Porter's five forces model, looking at the threat of new entrants and rivalry among existing firms. The key aspects covered are understanding external factors and analyzing the industry and competitive environment that a firm operates within.
This document compares and contrasts the key differences between prison and work. In prison, inmates spend most of their time in small cells, receive meals and have expenses paid for, and can engage in recreational activities. In contrast, at work employees spend long hours in cubicles, have to pay for meals and expenses, and could lose their job for non-work activities. Overall, the document suggests that while prison provides for basic needs, work requires greater personal responsibility and freedom comes with greater cost.
تيد اكس الرياض: عودة الوناسة للدراسة My TedxRiyadh TalkSaleh AlShebil
هذا هو العرض الذي قدمته لتيداكس الرياض "عودة الوناسة للدراسة." بس ملاحظة، فيه بعض التغييرات البسيطة هنا وهناك عن العرض المقدم بسبب غلط تقني حصل هناك لكن هذا هو التحديث الأخير. أمل ان يحوز على رضاكم
صالح الشبل
جامعة الملك فهد الفهد للبترول والمعادن
My TedxRiyadh Talk on Bringing Cool (Fun) Back to School (Arabic)
Saleh AlShebil
King Fahd University of Petroleum & Minerals
This document discusses Atlas Honda Limited, a motorcycle manufacturer in Pakistan. It provides information on Atlas Group, Atlas Honda's vision, mission, leadership team, code of conduct, products, quality policy, business strategy including SWOT analysis, core values and competencies, operational and quality inspection departments, spare parts, supply chain management, forecasting, and capacity planning. The document appears to be for an MBA project presentation at Atlas Honda.
The document discusses creating an action plan for business success. It recommends setting smart goals that are specific, measurable, attainable, realistic and timely. Business owners should define action plans for marketing/sales, operations and financials. They should track success, engage employees, and compare results to the plan. Creating an action plan makes targets easier to hit, allows dealing with reality, and helps decision making.
The document discusses the experience and accomplishments of Chikol's partner in owning and operating one of the largest quick service restaurant franchises in the country. Over 20 years, they built over 100 units across Ohio, Buffalo, and Orlando, with annual sales of $70 million at their peak. They pioneered numerous strategies such as marketing co-ops, new product testing, and an in-house training program that significantly reduced manager turnover. Their expertise spans both restaurant operations and financial models for ownership.
Kim Keller has over 20 years of experience in retail management positions. She has worked at several high-end clothing stores, including Faconnable, Calvin Klein, Tommy Hilfiger, Ann Taylor, Antoine Du Chez, Banana Republic, and Structure. In these roles, she has been responsible for tasks like sales, merchandising, visual displays, inventory control, and training and managing staff. Keller consistently achieved high sales numbers and low shrinkage goals at the stores where she worked.
J. Robert Berry III has over 30 years of experience in restaurant management, primarily with O'Charley's Restaurants and Applebee's International Inc. He has held positions including General Manager, Kitchen Manager, and Assistant General Manager. As a General Manager and Kitchen Manager, he was responsible for day-to-day operations, hiring and training staff, meeting budgets and financial targets, and improving sales and operational performance. He has a track record of increasing sales, reducing costs, and lowering employee turnover at multiple restaurant locations.
The document provides an analysis of the fast food restaurant industry. It begins with an overview of the history and growth of the industry. It then discusses key features such as segments, production and distribution systems, and demand determinants. Porter's Five Forces model is applied to analyze industry competition. Financial data on industry revenue from 2010-2015 is presented globally and for the United States. The document also includes analyses of specific companies Chipotle, Papa Johns, and Starbucks.
DVIRC is an economic development organization focused on small and mid-sized manufacturers in the Delaware Valley region. It provides consulting services, talent development, and financial services to help manufacturers grow business value through top line growth, bottom line improvement, and becoming a trusted resource. DVIRC has worked with over 1200 manufacturers in the region and assisted clients in generating over $113 million in revenue through services like Lean training and ISO certification.
Insights into Comparative Corporate Governance of Family BusinessesOmar Qaise
This document discusses corporate governance challenges in family businesses. It notes that while family businesses can outperform non-family counterparts, introducing proper governance is difficult. Key challenges include complex relationship layers between family and management, ensuring fairness for minority shareholders, developing succession plans, resistance to change, and subjective communication. The document suggests separating ownership, control and management; establishing separate family and company boards; training future leaders; and decentralizing transparent decision-making to improve governance in family firms.
The document discusses several topics related to the US legal system including:
1) Judicial review was established in 1803 by the Supreme Court case Marbury v. Madison, granting courts the power to review the constitutionality of laws.
2) For a court to hear a case it must have jurisdiction over the parties and subject matter. Jurisdiction is being applied to internet cases based on the level of interaction between parties.
3) The US government branches are executive, legislative, and judicial. The judicial branch includes federal and state court systems with trial and appellate courts.
Corporate governance involves systems to monitor management and prevent self-interested behavior that harms shareholders. The HealthSouth case shows how failures in oversight by boards, auditors, and analysts allowed fraud. Governance aims to reduce agency costs from the separation of ownership and control of companies. However, individuals and firms are also influenced by moral and social factors beyond just self-interest. Effective governance systems consider both shareholder and stakeholder interests, and are shaped by external laws and cultural norms.
The document discusses corporate governance and the roles and responsibilities of boards of directors and top management. It covers topics like what a board of directors is responsible for, types of board members, trends in corporate governance, and the duties of top management. The key points are that boards are responsible for setting strategy, overseeing management, and representing shareholders, while top management leads the company and sets strategic vision.
The chapter discusses the theoretical foundations and mechanisms of corporate governance, as well as divergent governance models. It outlines the evolution of corporate governance from focusing on agency costs to encompassing stakeholder interests. The chapter also compares theories like agency theory, stewardship theory, and stakeholder theory. Finally, it identifies the obligations of an ideal corporation to society, investors, employees, and customers, as well as managerial obligations.
This chapter provides an overview of corporate governance. It defines corporate governance as addressing problems that result from the separation of ownership and control in corporations. The chapter discusses how corporate governance relates to shareholders, creditors, employees and other stakeholders. It also outlines issues in corporate governance such as board composition and directors' remuneration. The chapter explains that good corporate governance helps protect stakeholders' interests and ensures long-term shareholder value.
This presentation is for my students under Master in Business Administration Course code of Business Policy MBA106. The information is all about the roles and managing of corporate under the corporate governance.
The document discusses key concepts in strategic management including:
1) Strategic management involves setting long-term plans to manage opportunities/threats based on strengths/weaknesses and determining corporate performance.
2) The strategic management process includes environmental scanning, strategy formulation, implementation, and evaluation.
3) Strategic flexibility and becoming a learning organization are important for adapting to changing environments.
4) Different levels of strategy include corporate, business unit, and functional strategies.
The document provides an overview of strategic management concepts from several reference books. It discusses key topics in strategic management including environmental scanning, strategy formulation, objectives, strategies, implementation, and evaluation. Examples are provided of mission statements from companies like ONGC and Nirma. The importance of strategic flexibility and organizational learning are covered. The strategic management model involving environmental scanning, strategy formulation, implementation, and evaluation is depicted.
United Motors Lanka PLC's corporate governance practices are evaluated based on a study of its annual report and relevant codes and regulations. The document examines the company's board structure, practices around transparency, accountability, and independence. It finds that the board could be strengthened by having more independent directors and separating the roles of chairman and CEO. Recommendations include increasing corporate social responsibility initiatives, transparency around audit and remuneration practices, and promoting more fuel efficient vehicles.
Strategic mgmt & bus policy by thomas l. wheelen (10th edition)Mohit Singla
This document provides an overview of environmental scanning and industry analysis. It discusses scanning the societal environment, including economic, technological, political-legal, and sociocultural forces. It also discusses scanning the task environment and analyzing industries using Porter's five forces model, looking at the threat of new entrants and rivalry among existing firms. The key aspects covered are understanding external factors and analyzing the industry and competitive environment that a firm operates within.
This document compares and contrasts the key differences between prison and work. In prison, inmates spend most of their time in small cells, receive meals and have expenses paid for, and can engage in recreational activities. In contrast, at work employees spend long hours in cubicles, have to pay for meals and expenses, and could lose their job for non-work activities. Overall, the document suggests that while prison provides for basic needs, work requires greater personal responsibility and freedom comes with greater cost.
تيد اكس الرياض: عودة الوناسة للدراسة My TedxRiyadh TalkSaleh AlShebil
هذا هو العرض الذي قدمته لتيداكس الرياض "عودة الوناسة للدراسة." بس ملاحظة، فيه بعض التغييرات البسيطة هنا وهناك عن العرض المقدم بسبب غلط تقني حصل هناك لكن هذا هو التحديث الأخير. أمل ان يحوز على رضاكم
صالح الشبل
جامعة الملك فهد الفهد للبترول والمعادن
My TedxRiyadh Talk on Bringing Cool (Fun) Back to School (Arabic)
Saleh AlShebil
King Fahd University of Petroleum & Minerals
This document discusses Atlas Honda Limited, a motorcycle manufacturer in Pakistan. It provides information on Atlas Group, Atlas Honda's vision, mission, leadership team, code of conduct, products, quality policy, business strategy including SWOT analysis, core values and competencies, operational and quality inspection departments, spare parts, supply chain management, forecasting, and capacity planning. The document appears to be for an MBA project presentation at Atlas Honda.
The document discusses creating an action plan for business success. It recommends setting smart goals that are specific, measurable, attainable, realistic and timely. Business owners should define action plans for marketing/sales, operations and financials. They should track success, engage employees, and compare results to the plan. Creating an action plan makes targets easier to hit, allows dealing with reality, and helps decision making.
The document discusses the experience and accomplishments of Chikol's partner in owning and operating one of the largest quick service restaurant franchises in the country. Over 20 years, they built over 100 units across Ohio, Buffalo, and Orlando, with annual sales of $70 million at their peak. They pioneered numerous strategies such as marketing co-ops, new product testing, and an in-house training program that significantly reduced manager turnover. Their expertise spans both restaurant operations and financial models for ownership.
Kim Keller has over 20 years of experience in retail management positions. She has worked at several high-end clothing stores, including Faconnable, Calvin Klein, Tommy Hilfiger, Ann Taylor, Antoine Du Chez, Banana Republic, and Structure. In these roles, she has been responsible for tasks like sales, merchandising, visual displays, inventory control, and training and managing staff. Keller consistently achieved high sales numbers and low shrinkage goals at the stores where she worked.
J. Robert Berry III has over 30 years of experience in restaurant management, primarily with O'Charley's Restaurants and Applebee's International Inc. He has held positions including General Manager, Kitchen Manager, and Assistant General Manager. As a General Manager and Kitchen Manager, he was responsible for day-to-day operations, hiring and training staff, meeting budgets and financial targets, and improving sales and operational performance. He has a track record of increasing sales, reducing costs, and lowering employee turnover at multiple restaurant locations.
The document provides an analysis of the fast food restaurant industry. It begins with an overview of the history and growth of the industry. It then discusses key features such as segments, production and distribution systems, and demand determinants. Porter's Five Forces model is applied to analyze industry competition. Financial data on industry revenue from 2010-2015 is presented globally and for the United States. The document also includes analyses of specific companies Chipotle, Papa Johns, and Starbucks.
DVIRC is an economic development organization focused on small and mid-sized manufacturers in the Delaware Valley region. It provides consulting services, talent development, and financial services to help manufacturers grow business value through top line growth, bottom line improvement, and becoming a trusted resource. DVIRC has worked with over 1200 manufacturers in the region and assisted clients in generating over $113 million in revenue through services like Lean training and ISO certification.
Amanda Berry has over 15 years of experience in logistics, warehousing, customer service, accounts receivable, and administration. She has held roles such as Warehouse Supervisor, National Credit Controller - Supervisor, Trade Bills/Rebate Coordinator, and Customer Service Officer/Credit Officer. She has a proven track record of implementing procedures to improve efficiency, reduce costs and debts, and ensure accurate reporting. Her experience spans several industries including appliances, food manufacturing, printing supplies, and packaging.
Godfrey Richard Schul has over 30 years of experience in finance, accounting, customer service, and management. He has a proven track record of success in budgeting, forecasting, process improvement, and leadership. His objective is to obtain a position that leverages his technical, managerial, and customer service skills.
Godfrey Richard Schul has over 30 years of experience in finance, accounting, budgeting, forecasting, and customer service. He has held various roles at Siemens Health Services from 2002 to 2014 where he managed budgets over $100 million. He is currently an Account Manager at Signarama, where he handles sales, customer quoting, billing, and collections. He seeks to leverage his strong leadership, communication, and problem-solving skills.
The brewery business plan outlines a comprehensive strategy for establishing and operating a successful brewery. It covers aspects such as market analysis, target demographics, competitive landscape, marketing and sales strategies, financial projections, and operational details. The plan serves as a roadmap for securing funding, guiding the brewery's growth, and ensuring a sustainable and profitable business model.
An effective road map for business owners looking to enter the retail sector is provided by the convenience store business plan sample. Important elements like the competitive landscape, target demographics, market analysis, and financial estimates are outlined. The plan may highlight a wide choice of products, effective inventory control, and customer-focused services, all with an emphasis on ease. It might also emphasize the use of technology, marketing techniques, and sustainability programs to draw in and keep clients. All things considered, the business plan provides entrepreneurs with a thorough roadmap for starting and expanding a profitable convenience store, helping them to overcome obstacles and seize opportunities in the ever-changing retail industry.
ALLEVIATE FINANCIAL STRESS – STRATEGIES FOR BUSINESS OWNERS.pptxDebtconsolidationbc
40% of Canadians believe that financial stress causes various problems in their lives.
48% of Canadians suffer from sleep loss due to financial stress.
36% of Canadians experience mental health issues due to financial concerns.
16% of Canadians have relationship concerns, thanks to money-related problems.
David Katz has over 20 years of experience in operations management and merchandising roles. He is currently a certified debt consultant helping clients settle debts over 24-48 months. Previously he held store manager roles at Credimac PBC, Bridgestone, Ross Stores, Jo-Ann Fabrics, and Home Depot managing budgets, sales, and teams. Katz has a background in flooring, carpentry, and military service.
Q1 2014 Family Dollar Stores Earnings Conference Call Presentationfamilydollar22
The company reported first quarter earnings that were in line with guidance. Total sales increased 3.2% driven by new store growth, while comparable store sales declined 2.8% due to tough year-ago comparisons and ongoing financial pressures facing customers. Gross margin expanded due to higher initial markups and lower freight costs, though it faced headwinds from mix pressure and higher inventory shrinkage. SG&A expenses leveraged due to advertising and incentive compensation savings, but deleveraged from store occupancy and labor costs. For the full year, the company expects low-to-mid single digit sales growth with a low single digit decline in comparable store sales, flat gross margin, and diluted EPS of $3.25 to $
JoeAnna LaCourse has over 10 years of experience in sales, marketing, and account management. She is currently a top performing Sales Consultant for BreakThru Beverage in Chicago, where she has more than doubled sales for her largest account. Previously, she worked as an Account Executive at CBS, where she brought in new accounts with annual billings between $15,000-$20,000. She holds a degree in Integrated Marketing Communications from Cardinal Stritch University.
Paolo Borzoni has over 30 years of experience in sales, account management, and operations in the food industry. He is fully trilingual with strong communication, analytical, and customer focus skills. His background includes experience in sales management, business development, production management, and restaurant ownership. He has a proven track record of developing new business accounts, growing sales, managing staff, and building strategic business partnerships.
Agilent is a diversified technology company that was spun off from Hewlett-Packard in 1999. It has over 47,000 employees globally and generates over half its revenue outside the US. The company has four business sectors: test and measurement, semiconductor products, chemical analysis, and healthcare solutions. It focuses on managing accounts receivables by maintaining strong customer relationships, using collection methods like phone calls and payment plans, and monitoring receivables through metrics like days sales outstanding and aging schedules. The internship provided practical experience in working with accounts receivables through activities like making collection calls and understanding corporate work culture.
Steven Larek is a seasoned financial executive with experience in consumer products manufacturing, marketing and distribution, and hospitality. He has held CFO roles at Victor BVI and Home Run Inn Group, where he implemented cost-saving initiatives and strategic plans that increased profits by over $1 million annually. Larek has an MBA and CPA, and experience consulting and in corporate controller roles at other companies. He has a proven track record of operational best practices, growth strategies, and collaborative leadership.
Steven Larek is a seasoned financial executive with experience in consumer products manufacturing, marketing and distribution, and hospitality. He has held CFO roles at Victor BVI and Home Run Inn Group, where he implemented cost-saving initiatives and strategic plans that increased profits by over $1 million annually. Larek has an MBA and CPA, and experience consulting and in corporate controller roles at other companies. He has a proven track record of operational best practices, growth strategies, and collaborative leadership.
1. Slide No. 1 MBA104-Financial Management Anawin Valenzuela * Shella May Domocmat * Oliver Sta. Maria
WAIVER
This Final Project presentation in MBA 104 Financial
Management subject may contain images of PIZZAS and
other foods. It might make you hungry. It is not our
intention.
2. Slide No. 2 MBA104-Financial Management Anawin Valenzuela * Shella May Domocmat * Oliver Sta. Maria
FINAL GROUP PROJECT
Traditional Paulie’s
Pizza House Business
Versus
Domino’s Pizza
Group 1 Assignment:
Ms. Anawin Valenzuela
Ms. Shella May Domocmat
Mr. Oliver Sta. Maria
Presented to:
Mr. Larry Ryan Jeff Brual
3. Slide No. 3 MBA104-Financial Management Anawin Valenzuela * Shella May Domocmat * Oliver Sta. Maria
GROUP PROJECT
Preview of Tasks:
• Choose two companies that operates in the same industry.
• One that is traditional and the other adapting to changes and new
technologies.
• Present their respective financial plan (CAPEX / OPEX).
• Include marketing, office setup, materials, etc.
• Present risks and contingency plans
• Present dividend policy
• Analyze both companies and explain the difference between the two
• Present the “chosen” company and explain why it is preferred
4. Slide No. 4 MBA104-Financial Management Anawin Valenzuela * Shella May Domocmat * Oliver Sta. Maria
Industry Info
• While the operating
environment will remain
challenging, America’s
980,000 restaurants were
expected to post record
sales in the coming years.
5. Slide No. 5 MBA104-Financial Management Anawin Valenzuela * Shella May Domocmat * Oliver Sta. Maria
Industry Info
• According to the National Restaurant Association, Restaurant Industry sales have
reached a record $660.5 billion in 2013 a 3.8 percent increase over 2012 and marking
the third consecutive year that industry sales will have topped $600 billion.
6. Slide No. 6 MBA104-Financial Management Anawin Valenzuela * Shella May Domocmat * Oliver Sta. Maria
The Pizza Segment of the Industry
• According to InfoUSA, Inc. there are now just over 72,000 Pizza
Restaurants as of December 31, 2012.
• Growth will continue to be an issue as the slow economy continues to
force Families to become even more concerned with the weekly budget.
• Profitability will be the issue as competition continues to hold pricing
down for the consumer while the operator focuses on margins.
• The volatility in commodities prices combined with the Recession and
Competition holding menu prices down will continue to test Operators’
ability to squeeze the most out of the margins.
Industry Info
7. Slide No. 7 MBA104-Financial Management Anawin Valenzuela * Shella May Domocmat * Oliver Sta. Maria
PIZZA INDUSTRY
8. Slide No. 8 MBA104-Financial Management Anawin Valenzuela * Shella May Domocmat * Oliver Sta. Maria
Classifying Pizza Stores
Traditional Modern
9. Slide No. 9 MBA104-Financial Management Anawin Valenzuela * Shella May Domocmat * Oliver Sta. Maria
Traditional Modern
Selected Pizza Company
10. Slide No. 10 MBA104-Financial Management Anawin Valenzuela * Shella May Domocmat * Oliver Sta. Maria
Financial Plan: CAPEX
• The restaurant will cost an
estimated US$ 424,866 to
open.
• The minimum requirement for
investment is US$250,000
• Initial franchise fee of $60,000 plus
• Please note that these costs exclude
the real estate cost .
• A royalty fee of 7% of gross sales is
paid every month and each outlet
contributes a maximum of 6% of
sales towards national advertising.
Capitalization Requirement
11. Slide No. 11 MBA104-Financial Management Anawin Valenzuela * Shella May Domocmat * Oliver Sta. Maria
Financial Plan: CAPEX
CAPITAL: US$ 424,866
• Sources of funds:
• Equity – US$150,000
• Bank Loan – US$274,866
• TOTAL =
US$424,866
CAPITAL: US$310,000
• Sources of funds:
• Equity: US305,056
• Borrowings: US$122,912
• TOTAL =
US$427,968
Sources of Capital
12. Slide No. 12 MBA104-Financial Management Anawin Valenzuela * Shella May Domocmat * Oliver Sta. Maria
Financial Plan: CAPEX
13. Slide No. 13 MBA104-Financial Management Anawin Valenzuela * Shella May Domocmat * Oliver Sta. Maria
Financial Plan: CAPEX
CAPITAL: US$ 424,866 CAPITAL: US$427,968
Min Investment US$250,000
Initial franchise fee of $60,000
Liquid Capital Required US$75,000
Others US$42,968
Capital Budgeting
Open Paulie’s Pizza Business Plan
PDF for details of Capital Budget
Page 22
14. Slide No. 14 MBA104-Financial Management Anawin Valenzuela * Shella May Domocmat * Oliver Sta. Maria
Financial Plan: OPEX
15. Slide No. 15 MBA104-Financial Management Anawin Valenzuela * Shella May Domocmat * Oliver Sta. Maria
Financial Plan: OPEX
16. Slide No. 16 MBA104-Financial Management Anawin Valenzuela * Shella May Domocmat * Oliver Sta. Maria
Marketing
• Already established
International Brand
• Management will endeavor to
create and maintain a positive,
appealing image for the
restaurant.
• This image will be consistently
portrayed throughout all
marketing channels and sales
promotions.
17. Slide No. 17 MBA104-Financial Management Anawin Valenzuela * Shella May Domocmat * Oliver Sta. Maria
Marketing
• Customer Database
• Frequent Diner
• Email Campaign
• Mailer campaign
• Community/Charity Involvement
• Business Relationships
• 4 Walls Marketing
• Public Relations
• Direct Advertising
• Maximum of 6% of sales
towards national advertising
• Partnerships
• Brochures
• E-Marketing
• Mobile Advertisements
(delivery vans, etc)
The following exemplifies some of the tactics
these companies use to drive more sales.
18. Slide No. 18 MBA104-Financial Management Anawin Valenzuela * Shella May Domocmat * Oliver Sta. Maria
Marketing
19. Slide No. 19 MBA104-Financial Management Anawin Valenzuela * Shella May Domocmat * Oliver Sta. Maria
Setup
• Traditional Restaurant Setup
• Counter
• Kitchen
• Dining Hall
• Modern Setup
• Counter
• Kitchen
20. Slide No. 20 MBA104-Financial Management Anawin Valenzuela * Shella May Domocmat * Oliver Sta. Maria
Setup
• Successful Domino's sites have very high exposure (and
signage) with high outbound traffic flow.
• Size around 100m2 with minimum shop frontage of 6m
• Ample public access car parking
• Good tenancy mix
• Three phase power, air conditioning, grease trap and
gas line preferable
21. Slide No. 21 MBA104-Financial Management Anawin Valenzuela * Shella May Domocmat * Oliver Sta. Maria
Setup
• Ownership: Limited Liability Company
• Facility: A pre-existing lease space
approximately 1500 sq. feet with 10-
year lease agreement with Shopping
Center Landlords, Inc. which owns the
center.
• Sales Projection: Assume a modest
weekly sales projection of just under
US$18,000 or US$930,000/year. This
equates to around US$621 per sq. ft. in
sales annually.
• Ownership: Franchising rights
• Facility : A Pre-existing lease space of
approximately 100 sq. meter.
• Sales Projection: Same-store sales,
which exclude recently opened or
closed locations, grew 10.7% at
Domino's domestic franchise stores,
as company-owned domestic stores
logged 10% growth. Analysts had
anticipated 6.3% growth at franchised
stores and 5.7% at the stores
Domino's owns, according to
Consensus Metrix.
22. Slide No. 22 MBA104-Financial Management Anawin Valenzuela * Shella May Domocmat * Oliver Sta. Maria
Materials
23. Slide No. 23 MBA104-Financial Management Anawin Valenzuela * Shella May Domocmat * Oliver Sta. Maria
Materials
In terms of materials, both companies use almost the
same materials in making their products.
24. Slide No. 24 MBA104-Financial Management Anawin Valenzuela * Shella May Domocmat * Oliver Sta. Maria
Risks
Possible risk/s
• Competition
• Franchisees
• Data and Security
• People
• Property
• Corporate Governance
• Food Production,
• Storage
• and Suppliers
Possible risk/s
• cross contamination,
• sanitation,
• thermometer maintenance,
kitchen equipment safety,
electrical hazards,
• and knife safety
25. Slide No. 25 MBA104-Financial Management Anawin Valenzuela * Shella May Domocmat * Oliver Sta. Maria
Contingency Plans
Contingency
• continuous employee training
• create policy and procedure
guidelines on food handling,
• manufacturing practices,
• sanitation,
• and storage
Contingency
• continuous employee training
• create policy and procedure
guidelines on food handling,
• manufacturing practices,
• sanitation,
• and storage
26. Slide No. 26 MBA104-Financial Management Anawin Valenzuela * Shella May Domocmat * Oliver Sta. Maria
Dividend Policy
• The owner gets 100% of profit. • Domino's Pizza Inc's dividend
payout ratio for the three months
ended in Dec. 2015 was 0.27.
• During the past 13 years, the
highest Dividend Payout Ratio of
Domino's Pizza Inc was 0.36. The
lowest was 0.08. And the median
was 0.31.
• As of Today, the Trailing Annual
Dividend Yield of Domino's Pizza
Inc is 1.00%.
27. Slide No. 27 MBA104-Financial Management Anawin Valenzuela * Shella May Domocmat * Oliver Sta. Maria
Analysis: Current Situation
CURRENT RATIO 8.98
ACID TEST/ QUICK RATIO 8.83
DEBT TO EQUITY RATIO 0.32
DEBT TO TOTAL ASSETS RATIO 0.24
TOTAL CAPITALIZATION 0.10
RECEIVABLE TURNOVER Na
AVERAGE COLLECTION PERIOD Na
PAYABLE TURNOVER (Assuming all
purchases were on credit) 6.12
PAYABLE TURNOVER IN DAYS 59.66
INVENTORY TURNOVER 24.08
TOTAL ASSET TURNOVER 1.02
Financial Ratios
CURRENT RATIO 0.89
ACID TEST/ QUICK RATIO 0.66
DEBT TO EQUITY RATIO 1.07
DEBT TO TOTAL ASSETS RATIO 0.52
TOTAL CAPITALIZATION 0.65
RECEIVABLE TURNOVER (Assuming all
sales were on credit) 16.01
AVERAGE COLLECTION PERIOD 22.80
PAYABLE TURNOVER (Assuming all
purchases were on credit) 1.96
PAYABLE TURNOVER IN DAYS 185.93
INVENTORY TURNOVER 17.35
TOTAL ASSET TURNOVER 0.85
28. Slide No. 28 MBA104-Financial Management Anawin Valenzuela * Shella May Domocmat * Oliver Sta. Maria
Analysis: Current Situation
Inventory Beginning 11,707
Purchases 213,634
Goods Available for Sale 225,341
Inventory, ending 12,282
Cost of Sales 213,059
Inventory, beginning 13,498
Purchases 332,026
Total Goods available 345,524
Inventory, ending 14,038
Cost of Sales 331,486
Cost of Sales
29. Slide No. 29 MBA104-Financial Management Anawin Valenzuela * Shella May Domocmat * Oliver Sta. Maria
• puts franchisees and Company-
owned stores at the foundation of all
thinking and decisions;
• provides a strong infrastructure to
support stores;
• builds excellent store operations to
create loyal customers.
• putting people first;
• demanding integrity;
• delivering with smart hustle and
positive energy; and
• winning by improving results every
day.
Strategies
• Television advertisement
• Sponsorship
• Social Media Presence
• Price Discrimination
• Price Discounting
• Targeting core groups of
consumers
• Charity Joint Ventures
• Coupons
• Magnets
• Community Events
30. Slide No. 30 MBA104-Financial Management Anawin Valenzuela * Shella May Domocmat * Oliver Sta. Maria
Analysis: Future of Business
• High demand, high
maintenance
• Limited capacity for expansion
• Agility issues
• High demand is supported by
online/offline sales
• Well established relationships
with clients and suppliers gives
assurance
• Great marketing schemes
• High Profitability
31. Slide No. 31 MBA104-Financial Management Anawin Valenzuela * Shella May Domocmat * Oliver Sta. Maria
Best to Invest
Taking everything in to considerations, our group is
recommending to invest in :
32. Slide No. 32 MBA104-Financial Management Anawin Valenzuela * Shella May Domocmat * Oliver Sta. Maria
Group 1 Members
Ms. Anawin Valenzuela
Currently in UAE
Ms. Shella May Domocmat
Currently in the Philippines
Mr. Oliver Sta. Maria
Currently in KSA
33. Slide No. 33 MBA104-Financial Management Anawin Valenzuela * Shella May Domocmat * Oliver Sta. Maria
End of Presentation