This document provides a feasibility study for establishing an Asana Bottled Drink Company. It analyzes the bottled drink industry in Ghana and identifies the main competitors. The study finds that there is potential for growth in the industry given Ghana's developing economy and population trends. A financial analysis projects that the company would be profitable and have a payback period of 3 years based on an expected production level, revenue forecast, and operating cost assumptions. The analysis also examines sensitivity of the projections to changes in expenses and revenue.
Non-bank financial companies ( NBFCs ) are financial institutions that provide banking services without meeting the legal definition of a bank, i.e. one that does not hold a banking license. These institutions typically are restricted from taking deposits from the public depending on the jurisdiction. Nonetheless, operations of these institutions are often still covered under a country's banking regulations.
Strategic Technology Roadmap Houston Community College 2005schetikos
Developed this for very large community college with 90,000 student enrollment for Houston Community College. Ten Year strategic technology roadmap that was used to guide new CIO. For details contact Lafayette Howell 281-728-5842
Cambridge Centre for Alternative Finance supported by Invesco published the "3rd Global Cryptoasset Benchmarking Study " (attached). Excerpt on the key findings of the regulatory and compliance standards across the industry and geographies:
"Just over two out of five surveyed firms are licensed or in the process of obtaining a license; these firms are primarily located in Europe. However, the remaining 58% should not be perceived as the share of entities conducting unregulated activities or evading regulations: some surveyed service providers are engaged in activities that do not yet warrant any authorisation process (e.g. non-custodial functions) or are operating in jurisdiction(s) where no regulatory framework or guidance has been put forth.
Compliance with KYC/AML obligations is heterogeneous across regions. Nearly all customer accounts at European and North American service providers have been KYC’ed, whereas this is the case for only one out of two accounts at MEA-based service providers.
The share of cryptoasset-only companies that did not conduct any KYC checks at all dropped from 48% to 13% between 2018 and 2020, most likely resulting from the progressive harmonisation of KYC/AML standards across jurisdictions, such as initiated by the Financial Action Task Force (FATF).
The inclusion of firms exclusively supporting cryptoassets featured in FATF’s updated standards and recommendations is believed to have spurred greater compliance among this group of firms. However, this should not be interpreted as these companies becoming fully KYC compliant as some KYC checks are only applied to a subset of consumers.
54% of surveyed custodial service providers indicated that they performed an externally-led audit of their cryptoasset reserves over the past 12 months. This is a 24-percentage points decline compared to our 2018 sample. Firms that have undergone an independent audit are most likely to be operating out of Europe or the APAC region."
The Global Innovation Index 2012 profile of France
Measurement and ranking of all factors contributing to France's innovation efficiency
Source : the GII 2012 http://www.globalinnovationindex.org/
Non-bank financial companies ( NBFCs ) are financial institutions that provide banking services without meeting the legal definition of a bank, i.e. one that does not hold a banking license. These institutions typically are restricted from taking deposits from the public depending on the jurisdiction. Nonetheless, operations of these institutions are often still covered under a country's banking regulations.
Strategic Technology Roadmap Houston Community College 2005schetikos
Developed this for very large community college with 90,000 student enrollment for Houston Community College. Ten Year strategic technology roadmap that was used to guide new CIO. For details contact Lafayette Howell 281-728-5842
Cambridge Centre for Alternative Finance supported by Invesco published the "3rd Global Cryptoasset Benchmarking Study " (attached). Excerpt on the key findings of the regulatory and compliance standards across the industry and geographies:
"Just over two out of five surveyed firms are licensed or in the process of obtaining a license; these firms are primarily located in Europe. However, the remaining 58% should not be perceived as the share of entities conducting unregulated activities or evading regulations: some surveyed service providers are engaged in activities that do not yet warrant any authorisation process (e.g. non-custodial functions) or are operating in jurisdiction(s) where no regulatory framework or guidance has been put forth.
Compliance with KYC/AML obligations is heterogeneous across regions. Nearly all customer accounts at European and North American service providers have been KYC’ed, whereas this is the case for only one out of two accounts at MEA-based service providers.
The share of cryptoasset-only companies that did not conduct any KYC checks at all dropped from 48% to 13% between 2018 and 2020, most likely resulting from the progressive harmonisation of KYC/AML standards across jurisdictions, such as initiated by the Financial Action Task Force (FATF).
The inclusion of firms exclusively supporting cryptoassets featured in FATF’s updated standards and recommendations is believed to have spurred greater compliance among this group of firms. However, this should not be interpreted as these companies becoming fully KYC compliant as some KYC checks are only applied to a subset of consumers.
54% of surveyed custodial service providers indicated that they performed an externally-led audit of their cryptoasset reserves over the past 12 months. This is a 24-percentage points decline compared to our 2018 sample. Firms that have undergone an independent audit are most likely to be operating out of Europe or the APAC region."
The Global Innovation Index 2012 profile of France
Measurement and ranking of all factors contributing to France's innovation efficiency
Source : the GII 2012 http://www.globalinnovationindex.org/
This Business Improvement Proposal was created by WebIT2 Consultants (Sarah Killey, Donald Gee, Mark Cottman-fields, Darren Cann and Sean Marshall) for the Queensland University of Technology (QUT) Library.
The plan outlines an in-depth situational analysis, proposal description, recommended solution, key benefits, business drivers, return on investment and implementation plan.
This is an assessment piece for INB346 - Enterprise 2.0 unit, Semester 2, 2009 (Lecturer Dr Jason Watson).
FICCI strongly believes that the creation of a strong and secure supply chain in India for the solar sector will enable creation of jobs, reduce foreign exchange outflow and lead to increase in investments and sustainable growth of the sector in the long run. There is a strong need to incentivize investments in creating the domestic supply chain with help from both domestic and global players, and to facilitate collaborative arrangements towards enhancing research and development efforts. There is also a strong case for international companies with extensive technology and experience globally to participate in building a strong supply chain in India and be part of India's solar growth story.
This Report on Securing the Solar Supply Chain highlights demand opportunities and key issues for the solar manufacturing supply chain and provides policy recommendations to enable creation of a strong supply chain for solar energy in India.
Agile Project Management (APM) is an iterative approach to planning and guiding project processes. Just as in Agile Project Development, an Agile project is completed in small sections. These sections are called iterations.
Productivity growth is important to the firm because it means that it can meet its (perhaps growing) obligations to workers, shareholders, and governments (taxes and regulation), and still remain competitive or even improve its competitiveness in the market place.
Capstone Project. This was a group effort to build a Networked Point of Sale system for a small pharmacy chain in the Ohio Valley. The major selling point was compliance with Federal Regulations surrounding Ephedrine sales.
Join the Department of General Services (DGS), the Department of Parks and Recreation (DPR) and the Office of the Deputy Mayor for Education (DME) for a follow-up public hearing on the surplus of Shaed Elementary.
This Business Improvement Proposal was created by WebIT2 Consultants (Sarah Killey, Donald Gee, Mark Cottman-fields, Darren Cann and Sean Marshall) for the Queensland University of Technology (QUT) Library.
The plan outlines an in-depth situational analysis, proposal description, recommended solution, key benefits, business drivers, return on investment and implementation plan.
This is an assessment piece for INB346 - Enterprise 2.0 unit, Semester 2, 2009 (Lecturer Dr Jason Watson).
FICCI strongly believes that the creation of a strong and secure supply chain in India for the solar sector will enable creation of jobs, reduce foreign exchange outflow and lead to increase in investments and sustainable growth of the sector in the long run. There is a strong need to incentivize investments in creating the domestic supply chain with help from both domestic and global players, and to facilitate collaborative arrangements towards enhancing research and development efforts. There is also a strong case for international companies with extensive technology and experience globally to participate in building a strong supply chain in India and be part of India's solar growth story.
This Report on Securing the Solar Supply Chain highlights demand opportunities and key issues for the solar manufacturing supply chain and provides policy recommendations to enable creation of a strong supply chain for solar energy in India.
Agile Project Management (APM) is an iterative approach to planning and guiding project processes. Just as in Agile Project Development, an Agile project is completed in small sections. These sections are called iterations.
Productivity growth is important to the firm because it means that it can meet its (perhaps growing) obligations to workers, shareholders, and governments (taxes and regulation), and still remain competitive or even improve its competitiveness in the market place.
Capstone Project. This was a group effort to build a Networked Point of Sale system for a small pharmacy chain in the Ohio Valley. The major selling point was compliance with Federal Regulations surrounding Ephedrine sales.
Join the Department of General Services (DGS), the Department of Parks and Recreation (DPR) and the Office of the Deputy Mayor for Education (DME) for a follow-up public hearing on the surplus of Shaed Elementary.
The presentation talks about why is it necessary to carry out Financial appraisal and the different methods to analyse it. It also discusses the steps involved in a financial appraisal of a project.
The Economics of Sustainability in the Comemrcial Real Estate Sectorscottbrooker
The goal of this white peper is to help real estate managers better understand the motivations behind management decisions, through qualitative and quantitative research and models, an provide recommendations to make the case for energy effeciency improvements. Questions answered with the paper include;
-How does energy effeciency improvement get implemented?
-Who is the driver behind the decision?
-What financial metrics are used to determine if an investment makes economic sense?
How does a real estate amanger choose one investment vehicle over another?
Competitive lanscape(Companies across the entire supply chain):- Smart lighti...Shmir
Following the global industry trends, we came up with two exhaustive studies on this market :
1. Global Smart Lighting Market(complete report) – 2015 to 2022
2. Global Smart Lighting market (2015 to 2022) – A detailed Competitive Landscape
For samples mail : shmir@bisresearch.com
Transcript: Selling digital books in 2024: Insights from industry leaders - T...BookNet Canada
The publishing industry has been selling digital audiobooks and ebooks for over a decade and has found its groove. What’s changed? What has stayed the same? Where do we go from here? Join a group of leading sales peers from across the industry for a conversation about the lessons learned since the popularization of digital books, best practices, digital book supply chain management, and more.
Link to video recording: https://bnctechforum.ca/sessions/selling-digital-books-in-2024-insights-from-industry-leaders/
Presented by BookNet Canada on May 28, 2024, with support from the Department of Canadian Heritage.
JMeter webinar - integration with InfluxDB and GrafanaRTTS
Watch this recorded webinar about real-time monitoring of application performance. See how to integrate Apache JMeter, the open-source leader in performance testing, with InfluxDB, the open-source time-series database, and Grafana, the open-source analytics and visualization application.
In this webinar, we will review the benefits of leveraging InfluxDB and Grafana when executing load tests and demonstrate how these tools are used to visualize performance metrics.
Length: 30 minutes
Session Overview
-------------------------------------------
During this webinar, we will cover the following topics while demonstrating the integrations of JMeter, InfluxDB and Grafana:
- What out-of-the-box solutions are available for real-time monitoring JMeter tests?
- What are the benefits of integrating InfluxDB and Grafana into the load testing stack?
- Which features are provided by Grafana?
- Demonstration of InfluxDB and Grafana using a practice web application
To view the webinar recording, go to:
https://www.rttsweb.com/jmeter-integration-webinar
GDG Cloud Southlake #33: Boule & Rebala: Effective AppSec in SDLC using Deplo...James Anderson
Effective Application Security in Software Delivery lifecycle using Deployment Firewall and DBOM
The modern software delivery process (or the CI/CD process) includes many tools, distributed teams, open-source code, and cloud platforms. Constant focus on speed to release software to market, along with the traditional slow and manual security checks has caused gaps in continuous security as an important piece in the software supply chain. Today organizations feel more susceptible to external and internal cyber threats due to the vast attack surface in their applications supply chain and the lack of end-to-end governance and risk management.
The software team must secure its software delivery process to avoid vulnerability and security breaches. This needs to be achieved with existing tool chains and without extensive rework of the delivery processes. This talk will present strategies and techniques for providing visibility into the true risk of the existing vulnerabilities, preventing the introduction of security issues in the software, resolving vulnerabilities in production environments quickly, and capturing the deployment bill of materials (DBOM).
Speakers:
Bob Boule
Robert Boule is a technology enthusiast with PASSION for technology and making things work along with a knack for helping others understand how things work. He comes with around 20 years of solution engineering experience in application security, software continuous delivery, and SaaS platforms. He is known for his dynamic presentations in CI/CD and application security integrated in software delivery lifecycle.
Gopinath Rebala
Gopinath Rebala is the CTO of OpsMx, where he has overall responsibility for the machine learning and data processing architectures for Secure Software Delivery. Gopi also has a strong connection with our customers, leading design and architecture for strategic implementations. Gopi is a frequent speaker and well-known leader in continuous delivery and integrating security into software delivery.
Slack (or Teams) Automation for Bonterra Impact Management (fka Social Soluti...Jeffrey Haguewood
Sidekick Solutions uses Bonterra Impact Management (fka Social Solutions Apricot) and automation solutions to integrate data for business workflows.
We believe integration and automation are essential to user experience and the promise of efficient work through technology. Automation is the critical ingredient to realizing that full vision. We develop integration products and services for Bonterra Case Management software to support the deployment of automations for a variety of use cases.
This video focuses on the notifications, alerts, and approval requests using Slack for Bonterra Impact Management. The solutions covered in this webinar can also be deployed for Microsoft Teams.
Interested in deploying notification automations for Bonterra Impact Management? Contact us at sales@sidekicksolutionsllc.com to discuss next steps.
UiPath Test Automation using UiPath Test Suite series, part 4DianaGray10
Welcome to UiPath Test Automation using UiPath Test Suite series part 4. In this session, we will cover Test Manager overview along with SAP heatmap.
The UiPath Test Manager overview with SAP heatmap webinar offers a concise yet comprehensive exploration of the role of a Test Manager within SAP environments, coupled with the utilization of heatmaps for effective testing strategies.
Participants will gain insights into the responsibilities, challenges, and best practices associated with test management in SAP projects. Additionally, the webinar delves into the significance of heatmaps as a visual aid for identifying testing priorities, areas of risk, and resource allocation within SAP landscapes. Through this session, attendees can expect to enhance their understanding of test management principles while learning practical approaches to optimize testing processes in SAP environments using heatmap visualization techniques
What will you get from this session?
1. Insights into SAP testing best practices
2. Heatmap utilization for testing
3. Optimization of testing processes
4. Demo
Topics covered:
Execution from the test manager
Orchestrator execution result
Defect reporting
SAP heatmap example with demo
Speaker:
Deepak Rai, Automation Practice Lead, Boundaryless Group and UiPath MVP
Builder.ai Founder Sachin Dev Duggal's Strategic Approach to Create an Innova...Ramesh Iyer
In today's fast-changing business world, Companies that adapt and embrace new ideas often need help to keep up with the competition. However, fostering a culture of innovation takes much work. It takes vision, leadership and willingness to take risks in the right proportion. Sachin Dev Duggal, co-founder of Builder.ai, has perfected the art of this balance, creating a company culture where creativity and growth are nurtured at each stage.
Smart TV Buyer Insights Survey 2024 by 91mobiles.pdf91mobiles
91mobiles recently conducted a Smart TV Buyer Insights Survey in which we asked over 3,000 respondents about the TV they own, aspects they look at on a new TV, and their TV buying preferences.
Let's dive deeper into the world of ODC! Ricardo Alves (OutSystems) will join us to tell all about the new Data Fabric. After that, Sezen de Bruijn (OutSystems) will get into the details on how to best design a sturdy architecture within ODC.
Key Trends Shaping the Future of Infrastructure.pdfCheryl Hung
Keynote at DIGIT West Expo, Glasgow on 29 May 2024.
Cheryl Hung, ochery.com
Sr Director, Infrastructure Ecosystem, Arm.
The key trends across hardware, cloud and open-source; exploring how these areas are likely to mature and develop over the short and long-term, and then considering how organisations can position themselves to adapt and thrive.
Dev Dives: Train smarter, not harder – active learning and UiPath LLMs for do...UiPathCommunity
💥 Speed, accuracy, and scaling – discover the superpowers of GenAI in action with UiPath Document Understanding and Communications Mining™:
See how to accelerate model training and optimize model performance with active learning
Learn about the latest enhancements to out-of-the-box document processing – with little to no training required
Get an exclusive demo of the new family of UiPath LLMs – GenAI models specialized for processing different types of documents and messages
This is a hands-on session specifically designed for automation developers and AI enthusiasts seeking to enhance their knowledge in leveraging the latest intelligent document processing capabilities offered by UiPath.
Speakers:
👨🏫 Andras Palfi, Senior Product Manager, UiPath
👩🏫 Lenka Dulovicova, Product Program Manager, UiPath
DevOps and Testing slides at DASA ConnectKari Kakkonen
My and Rik Marselis slides at 30.5.2024 DASA Connect conference. We discuss about what is testing, then what is agile testing and finally what is Testing in DevOps. Finally we had lovely workshop with the participants trying to find out different ways to think about quality and testing in different parts of the DevOps infinity loop.
2. EXECUTIVE SUMMARY................................................................................................4
CHAPTER ONE................................................................................................................6
1.0 NAME, IDENTITY, STATUS...................................................................................6
1.1 NAME OF OWNER..................................................................................................7
1.1.1 MJIS TEAM OF EXPERTS...................................................................................7
1.2 OBJECT.....................................................................................................................7
1.3 BACKGROUND TO THE PROJECT.......................................................................7
CHAPTER TWO...............................................................................................................8
PURPOSE AND OBJECTIVES.......................................................................................8
2.0 PROJECT LOCATION..............................................................................................8
2.1 WHY THIS PROJECT..............................................................................................8
2.2 DETAILS OF THE PROPOSED PROJECT.............................................................9
CHAPTER FOUR: INDUSTRY ANALYSIS..................................................................9
3.0 Industry Analysis.......................................................................................................9
3.1 Understanding the Customer......................................................................................9
3.1.1 Main Competitors.................................................................................................10
3.1.2 Major.....................................................................................................................10
3.1.2.1 Strengthsof some of the Competitors.................................................................10
3.1.2.2 Weaknesses.........................................................................................................11
3.1.2.3Weaknessesof Competitors.................................................................................11
3.3 The Industry Analysis..............................................................................................11
4.5 Competitive nature of the Industry..........................................................................12
4.5.1 Maturity of the Industry........................................................................................12
4.5.2 Barriers to Entry....................................................................................................12
4.5.3 Barriers to Growth................................................................................................12
4.5.3 Barriers of Exit......................................................................................................13
4.6 Industry Rules and Regulations...............................................................................13
4.6.1 Regulation of Industry..........................................................................................13
4.7 Risk Analysis & Socio Economic Feasibility..........................................................15
4.7.1 Business Risks and Controls.................................................................................15
MJIS COMPANY LTD- ASANA BOTTLED DRINK COMPANY
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3. 4.7.2 Political Feasibility...............................................................................................15
4.7.3 Market Feasibility.................................................................................................16
4.7.4 Technical Risk Feasibility.....................................................................................16
4.7.5 FINANCIAL RISK FEASIBILITY......................................................................16
5.0 CHAPTER FIVE: AN OVERVIEW OF THE GHANAIAN ECONOMY...........17
5.1 UNDERSTANDING THE ENVIRONMENT.........................................................17
5.2 IMPACT OF WORLD ECONOMIC FACTORS..................................................17
5.1 GHANA’S DEVELOPMENTAL CHALLENGES.................................................18
5.2 HISTORICAL PERSPECTIVE AND REFORM....................................................18
5.3 THE GHANAIAN ECONOMIC ENVIRONMENT...............................................18
5.4 SECTORAL PERFORMANCE..............................................................................20
5.5 THE MAUFACTURING SUB-SECTOR................................................................21
5.6 COMMERCIAL LENDING RATES AND CREDIT ANALYSIS..........................21
5.7 POPULATION TRENDS AND URBANISATION................................................21
5.8 POLITICAL ENVIRONMENT...............................................................................21
5.9 EMERGING OPPORTUNITIES IN A CHANGING GLOBAL.............................22
ENVIRONMENT..........................................................................................................22
5.12 THE FUTURE OUTLOOK...................................................................................22
CHAPTER SEVEN: FINANCIALANALYSIS AND PROJECTIONS.....................22
7.1 Capital Requirement................................................................................................22
7.2 Investment Plan........................................................................................................22
7.3 Financial Plan...........................................................................................................23
7.4 Profitability Analyses...............................................................................................24
7.4.1 Production.........................................................................................................24
7.4.2 REVENUE........................................................................................................24
7.4.3 Operating Expenses..........................................................................................24
7.4.4 Profitability.......................................................................................................25
7.4.5 Internal Rate of Return.....................................................................................25
7.4.6 Payback Period..................................................................................................25
7.4.7 Ratio Analyses..................................................................................................25
7.5 Breakeven Analyses.................................................................................................26
7.5.1 Break Even Point – Production.............................................................................26
7.5.2 Break Even Point – Pricing...............................................................................26
MJIS COMPANY LTD- ASANA BOTTLED DRINK COMPANY
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4. 7.6 Sensitivity Analyses.................................................................................................26
5.6.1 Introduction...........................................................................................................26
5.6.2 10% Increase in Operating Expenses...................................................................26
5.6.3 10% Decrease in Revenue................................................................................27
5.6.4 10% Increase in Operating Expense + 10% Decrease in Revenue...................27
5.6.5 15% Increase in Operating Expenses................................................................27
5.6.6 15% Decrease in Revenue................................................................................27
5.6.7 Conclusion on Sensitivity Analyses..................................................................27
5.7 Underlying Base Case Assumptions........................................................................27
5.7.1 Inflation.............................................................................................................28
5.7.2 Exchange Rates.................................................................................................28
5.7.3 Dividend Policy................................................................................................28
5.7.4 Depreciation......................................................................................................28
APPENDICES..................................................................................................................29
TABLE 1: CAPITAL REQUIREMENT, US$...............................................................29
TABLE 2: INVESTMENT PLAN US$.........................................................................29
Table 3: Investment Plan................................................................................................30
Table 4: Loan Repayment Plan......................................................................................30
Table 5: Production........................................................................................................30
Table 6: Production US$................................................................................................31
TABLE 7: ESTIMATED CAPITAL COSTS OF RUNNING THE COMPANY US$..31
Fixed Asset Schedule (From Year 1-5)..........................................................................32
PROJECTED 5 YEAR STATEMENT OF CASH FLOWS..........................................35
MJIS COMPANY LTD- ASANA BOTTLED DRINK COMPANY
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