Som case study - dont bother me i cant copeRajendra Inani
The document analyzes two production lines, Line A and Line B, that are currently producing below desired levels. For Line A, hiring two additional workers and running two hours of overtime daily is recommended to increase production from 315 to 420 units per day. For Line B, hiring one additional worker and running one hour of overtime is recommended to increase production from 140 to 210 units per day. Both solutions maintain over 85% efficiency while meeting production goals with minimal additional costs.
McKinsey & Company: Managing Knowledge and LearningDisha Ghoshal
As part of Strategy execution, this presentation on was on how McKinsey & Company flourished throughout the years by Managing Knowledge and Learning diligently.
Dana Wheeler is preparing recommendations for The Fashion Channel's new segmentation and positioning strategy to strengthen its competitive position against main rivals Lifetime and CNN. Three scenarios are suggested: 1) Targeting multiple segments including Fashionistas, Planners & Shoppers and Situationalists with a 20% rating increase but 10% CPM decrease. 2) Targeting just Fashionistas with a 20% rating decrease but 75% CPM increase and $15M in new programming. 3) Targeting Fashionistas and Planners & Shoppers with a 20% rating increase and 25% CPM increase requiring $20M in new programming. Scenario 3 is estimated to generate the highest net income of $168.8M
This document provides a case study and agenda for SG Cowen's recruitment process of new candidates. SG Cowen focuses on recruiting from top business schools to find loyal, committed candidates with strong cultural fits. They also consider candidates from other top universities and former associates. The selection process involves on-campus interviews and assessments at "Super Saturday" events. While this process allows for collective decision making, it could be improved with online testing and multiple interview phases to reduce bias. The document analyzes four candidate profiles and considers their strengths and weaknesses for the role.
1. The document presents cost and production data for two models, Model 101 and Model 102, including direct labor costs, variable overhead costs, selling prices, contribution margins, and fixed overhead costs.
2. An optimization model is formulated to maximize total profit by determining the optimal production quantities of each model, subject to various capacity constraints.
3. Sensitivity analysis shows that 500 additional units of engine assembly capacity can be added before it impacts the optimal production decision, and profit would increase by $2000 for every additional 100 units of capacity.
In August 2000, P&G introduced one of its kind product Crest Whitestrips, readily available online and through dentist offices
P&G claims that the new products are 10 times more effective than the Colgate Tartar Control Whitening Within two years P&G captured more than 80% of the share market. Colgate made a come back in August 2002 with Simply White. Colgate’s USP was that it focused on convenience and lower price. One month after introduction Simply White captures half the market with Crest Whitestrips losing 50% of its market share.
FIN4140 Corporate Finance: Marriott corporation case study solutionNURHANI MUIS
The document discusses the cost of capital calculation for Marriott Corporation's three divisions: lodging, restaurants, and contract services. It first calculates the weighted average cost of capital (WACC) for Marriott as a whole as 11.87%. It then calculates the WACC for each division separately by determining the cost of equity using CAPM and cost of debt, weighted by the capital structure of each division. The WACC is 9.47% for lodging, 13.41% for contract services, and 13.16% for restaurants. Calculating WACC at the divisional level allows each division to use a cost of capital appropriate to its risk.
Som case study - dont bother me i cant copeRajendra Inani
The document analyzes two production lines, Line A and Line B, that are currently producing below desired levels. For Line A, hiring two additional workers and running two hours of overtime daily is recommended to increase production from 315 to 420 units per day. For Line B, hiring one additional worker and running one hour of overtime is recommended to increase production from 140 to 210 units per day. Both solutions maintain over 85% efficiency while meeting production goals with minimal additional costs.
McKinsey & Company: Managing Knowledge and LearningDisha Ghoshal
As part of Strategy execution, this presentation on was on how McKinsey & Company flourished throughout the years by Managing Knowledge and Learning diligently.
Dana Wheeler is preparing recommendations for The Fashion Channel's new segmentation and positioning strategy to strengthen its competitive position against main rivals Lifetime and CNN. Three scenarios are suggested: 1) Targeting multiple segments including Fashionistas, Planners & Shoppers and Situationalists with a 20% rating increase but 10% CPM decrease. 2) Targeting just Fashionistas with a 20% rating decrease but 75% CPM increase and $15M in new programming. 3) Targeting Fashionistas and Planners & Shoppers with a 20% rating increase and 25% CPM increase requiring $20M in new programming. Scenario 3 is estimated to generate the highest net income of $168.8M
This document provides a case study and agenda for SG Cowen's recruitment process of new candidates. SG Cowen focuses on recruiting from top business schools to find loyal, committed candidates with strong cultural fits. They also consider candidates from other top universities and former associates. The selection process involves on-campus interviews and assessments at "Super Saturday" events. While this process allows for collective decision making, it could be improved with online testing and multiple interview phases to reduce bias. The document analyzes four candidate profiles and considers their strengths and weaknesses for the role.
1. The document presents cost and production data for two models, Model 101 and Model 102, including direct labor costs, variable overhead costs, selling prices, contribution margins, and fixed overhead costs.
2. An optimization model is formulated to maximize total profit by determining the optimal production quantities of each model, subject to various capacity constraints.
3. Sensitivity analysis shows that 500 additional units of engine assembly capacity can be added before it impacts the optimal production decision, and profit would increase by $2000 for every additional 100 units of capacity.
In August 2000, P&G introduced one of its kind product Crest Whitestrips, readily available online and through dentist offices
P&G claims that the new products are 10 times more effective than the Colgate Tartar Control Whitening Within two years P&G captured more than 80% of the share market. Colgate made a come back in August 2002 with Simply White. Colgate’s USP was that it focused on convenience and lower price. One month after introduction Simply White captures half the market with Crest Whitestrips losing 50% of its market share.
FIN4140 Corporate Finance: Marriott corporation case study solutionNURHANI MUIS
The document discusses the cost of capital calculation for Marriott Corporation's three divisions: lodging, restaurants, and contract services. It first calculates the weighted average cost of capital (WACC) for Marriott as a whole as 11.87%. It then calculates the WACC for each division separately by determining the cost of equity using CAPM and cost of debt, weighted by the capital structure of each division. The WACC is 9.47% for lodging, 13.41% for contract services, and 13.16% for restaurants. Calculating WACC at the divisional level allows each division to use a cost of capital appropriate to its risk.
Cisco implemented Oracle's ERP software to address deteriorating legacy systems. A 100-person team selected Oracle over other vendors. The implementation used rapid prototyping through "conference room pilots" to configure the software for Cisco's needs. While go-live faced hardware and capacity issues, strong vendor support stabilized the system within 3 months, concluding a successful ERP implementation.
- Apex Corporation is facing problems with its organizational structure including informality, lack of structure and financial planning, and increasing customer complaints.
- The document evaluates changing to a circular, functional, or divisional structure.
- It recommends a divisional structure to improve accountability, budgeting, planning and focus on financial targets while balancing control from upper management and freedom from lower management.
Group 10 presented on Alphabet Inc. Key points include:
- Alphabet was created in 2015 through the restructuring of Google.
- The restructuring allowed Google to own diverse subsidiaries under one corporate structure to create more value.
- Alphabet uses a decentralized structure to improve productivity but it can lose control and create different agendas.
- Alphabet's corporate governance, including dual class shares, is controversial as it gives insiders disproportionate voting power but protects entrepreneurial management.
The document discusses the economics of the US carbonated soft drink industry from 1970 to 2004, focusing on how Coca-Cola and PepsiCo came to dominate the market through establishing production and distribution networks as well as engaging in competitive marketing campaigns. It analyzes the strategies employed by Coca-Cola and PepsiCo that allowed them to gain and maintain market share over smaller brands, such as expanding their product portfolios and establishing international presences.
Mrs. fields cookies odc section c_group 9Karan Jaidka
Mrs. Fields had partially lost control due to their rapid expansion and changing organizational structure. They recorded losses in 1988 as their stores were closing. Their expenses had increased more than their sales. Their information system was not efficient after acquiring another company since applications needed updating and knowledge was lost due to staff downsizing. A modified information system was needed to meet their goals of personal involvement, less hierarchy, and quality control while helping with decision making and coordination as the company grew.
This case study examines interpersonal issues within Solutions Unlimited, an organization lacking a clear structure and defined roles. The document introduces the main characters and analyzes the situation, identifying individual, group, and organizational problems. These include a gullible protagonist, an authoritarian manager, and easily offended coworkers. Factionalism has led to bitterness among employees. The organization lacks senior leadership and clear policies. To resolve the issues, the document recommends establishing a formal structure, filling key roles, improving interpersonal skills through training, increasing transparency in hiring, and encouraging team bonding activities.
Harrah's Entertainment, Inc. Case Analysismbartugs
Harrah's Entertainment needs to decide how to attract new customers, retain existing customers, and regain lost customers while facing competitive pressures. It has strengths in strategic focus, 100% profit growth year-over-year, and strong marketing targeting specific customer segments. Harrah's has 18 casino locations, competitive pricing, and a loyalty program with 15 million members. However, aging facilities and increasing competition pose weaknesses and threats as competitors invest in newer, superior venues and technology like player cards and internet gambling expands.
Classic pen company activity based costingHarish B
Classic Pen Company is analyzing its cost accounting system using activity-based costing to better understand profitability. Previously, all overhead costs were allocated based on direct labor, but ABC analysis identified drivers like setup time and production runs. This showed that red and purple pens have higher costs than indicated previously due to more setups. ABC cost per unit for red and purple exceeds their selling price, suggesting price increases are needed to improve profitability for those products.
The document discusses the cola wars between Coca-Cola and Pepsi from 1970 to 2010. It describes how consumption of carbonated soft drinks grew steadily at 3% annually from 1970 to 2000 due to increasing availability, new diet and flavored varieties, and declining prices. While Coca-Cola and Pepsi dominated the cola segment, their market share has declined in recent years as consumers have shifted to healthier beverage alternatives like water, juice, and sports drinks. Both companies have adapted by expanding their product portfolios internationally and acquiring companies in the snack and beverage industries to sustain profits in the face of flattening carbonated soft drink demand.
Montreaux Chocolate aims to introduce a new line of premium dark chocolates in the US market. After generating 45 initial ideas and screening them down to 12 fruit-based concepts, they developed 4 refined dark chocolate concepts containing 70% cocoa with flavors like blueberry, pomegranate, and cranberry. These would be offered in a 3.5 oz candy bar and 5 oz stand-up pouch, priced at $4.49, and distributed through supermarkets, drug stores, and convenience stores nationwide. Market research with 200 consumers on each concept was positive, and Apollo's large size, growing market share, and focus on health positions them well to successfully launch this new product line.
Tanishq - Positioning to capture Indian woman’s heart - Marketing Management...Abbas Dhuliawala
Tanishq is a jewelry brand owned by Titan Industries, a Tata Group company. It was launched in 1994 to capture the Indian women's jewelry market which was dominated by unorganized local jewelers. Initially, Tanishq faced challenges due to consumers' preference for 22-karat gold and perception of jewelry as investment over ornament. Through market research, Tanishq repositioned itself by offering 22-karat gold, promoting purity using a karat meter, and changing its designs to appeal to local tastes. It also launched sub-brands like GoldPlus to target different segments. Today Tanishq is a leading player with over 165 stores pan-India pursuing opportunities for growth in India and other Asian markets.
It's a B2B and a B2C case where revenue comes from advertising and also from people. Case analysis of fashion channel with the interpretation of Demographic and attitudinal cluster analysis, problems pertaining to TFC, studying the solutions to the problems and answered to why "Dual targeting" ?
Three deaths were reported in late September 1982 in the Chicago suburbs from cyanide poisoning after ingesting Extra-Strength Tylenol capsules. The next day, one more death occurred and the cause was confirmed to be cyanide poisoning from the Tylenol capsules. James Burke, the CEO of Johnson & Johnson, took charge of the crisis management at the corporate level after it was determined that cyanide was the cause of death in the contaminated Tylenol capsules from a specific batch manufactured at a McNeil plant.
The document discusses issues like high turnaround times, declining profitability, and workload imbalances at the Fruitvale branch of Manzana Insurance that are reducing service levels and profitability. It analyzes errors in calculations, priority queues, capacity utilization, and makes recommendations like revising workload calculations and priorities, increasing staffing, and cross-training employees to improve processes and balance workloads.
Donner Company is experiencing several operational problems including poor on-time delivery, high product return rates, and shifting bottlenecks. A detailed analysis was conducted of Donner's processes, labor utilization, materials, capacity, and information flow. The analysis revealed specific issues like a lack of quality control, standard times not reflecting actual times, and the sequential production flow causing idle times. Recommendations will focus on changing Donner's strategy and improving quality and delivery.
The document discusses balancing the workload between two production lines - an assembly line and a testing/packaging line - for two digital imaging printer models, DI-910 and DI-950. It notes that the DI-910 takes 3 minutes for assembly but 4 minutes for testing, while the DI-950 takes 6 minutes for assembly but only 2 minutes for testing. The optimal solution is to produce 80 units of the DI-950 per day to balance the 480 total minutes of available time between the two lines.
Colgate palmolive the precision toothbrushRajendra Inani
The document discusses Colgate Palmolive's plan to introduce a new toothbrush, the Precision toothbrush, into the market. It analyzes the toothbrush market and identifies a niche for a "super premium" product targeting gum health. It considers mainstream versus niche positioning strategies and recommends a niche strategy to initially target the therapeutic brushing segment. Financial forecasts suggest the niche strategy would be more profitable than mainstream. The implementation plan includes professional endorsements, advertising, competitive pricing, and bundling the toothbrush with a premium toothpaste.
The document discusses a strategic review proposal for Egon Zehnder International. It provides background on the company, including that it operates as one firm with a partner-based structure and fixed fee model. It then outlines areas the strategic review would provide clarity on, such as strengths/weaknesses and future direction. Various strategic options are presented, including market penetration, product development, market development and diversification. A competitive analysis notes alternatives like internet-based searches and job placement sites. The review would examine political, economic, social and technological factors. A strategy diamond outlines arenas, vehicles, staging, differentiators and economic logic. Recommendations include using the internet to complement services, altering the partner to non-partner ratio
Manzana Insurance's Fruitvale branch is experiencing declining profits due to high turnaround times, uneven workload distribution, rising late renewals, increased renewal losses, inconsistent departmental priorities, and outdated completion time standards. This has allowed competitor Golden Gate to capture more market share by announcing a one-day turnaround time. Recommendations include revising how turnaround time is calculated using mean times rather than outdated standards, balancing workloads, prioritizing renewals, standardizing departmental processes, and potentially automating parts of the underwriting process.
The document outlines a detailed market mapping framework for analyzing a retail store, including sections on location details, physical aspects, ambience, layout, customer friendliness, products/categories, business throughput, financials, supply chain, promotions, issues, and opportunities for improvement. The framework contains over 100 data points across various categories to gain a comprehensive understanding of the store's operations, performance, customers, and area for growth.
Trans share inc - case study submission 12 sep 09 v1.1Rajendra Inani
This case study examines the appropriate revenue recognition practices for Trans Share Inc., a company that buys and sells aircraft and provides related maintenance and operational support services. Currently, Trans Share recognizes revenue from the sale of fractional aircraft interests at the time of sale. However, it wants to implement the correct revenue recognition methods to prepare for an IPO and comply with emerging accounting standards. The case study analyzes Trans Share's current business model and revenue recognition practices, and recommends converting its fractional interest program to an operating lease or service contract model to properly recognize revenue over the life of the agreement rather than up front.
Cisco implemented Oracle's ERP software to address deteriorating legacy systems. A 100-person team selected Oracle over other vendors. The implementation used rapid prototyping through "conference room pilots" to configure the software for Cisco's needs. While go-live faced hardware and capacity issues, strong vendor support stabilized the system within 3 months, concluding a successful ERP implementation.
- Apex Corporation is facing problems with its organizational structure including informality, lack of structure and financial planning, and increasing customer complaints.
- The document evaluates changing to a circular, functional, or divisional structure.
- It recommends a divisional structure to improve accountability, budgeting, planning and focus on financial targets while balancing control from upper management and freedom from lower management.
Group 10 presented on Alphabet Inc. Key points include:
- Alphabet was created in 2015 through the restructuring of Google.
- The restructuring allowed Google to own diverse subsidiaries under one corporate structure to create more value.
- Alphabet uses a decentralized structure to improve productivity but it can lose control and create different agendas.
- Alphabet's corporate governance, including dual class shares, is controversial as it gives insiders disproportionate voting power but protects entrepreneurial management.
The document discusses the economics of the US carbonated soft drink industry from 1970 to 2004, focusing on how Coca-Cola and PepsiCo came to dominate the market through establishing production and distribution networks as well as engaging in competitive marketing campaigns. It analyzes the strategies employed by Coca-Cola and PepsiCo that allowed them to gain and maintain market share over smaller brands, such as expanding their product portfolios and establishing international presences.
Mrs. fields cookies odc section c_group 9Karan Jaidka
Mrs. Fields had partially lost control due to their rapid expansion and changing organizational structure. They recorded losses in 1988 as their stores were closing. Their expenses had increased more than their sales. Their information system was not efficient after acquiring another company since applications needed updating and knowledge was lost due to staff downsizing. A modified information system was needed to meet their goals of personal involvement, less hierarchy, and quality control while helping with decision making and coordination as the company grew.
This case study examines interpersonal issues within Solutions Unlimited, an organization lacking a clear structure and defined roles. The document introduces the main characters and analyzes the situation, identifying individual, group, and organizational problems. These include a gullible protagonist, an authoritarian manager, and easily offended coworkers. Factionalism has led to bitterness among employees. The organization lacks senior leadership and clear policies. To resolve the issues, the document recommends establishing a formal structure, filling key roles, improving interpersonal skills through training, increasing transparency in hiring, and encouraging team bonding activities.
Harrah's Entertainment, Inc. Case Analysismbartugs
Harrah's Entertainment needs to decide how to attract new customers, retain existing customers, and regain lost customers while facing competitive pressures. It has strengths in strategic focus, 100% profit growth year-over-year, and strong marketing targeting specific customer segments. Harrah's has 18 casino locations, competitive pricing, and a loyalty program with 15 million members. However, aging facilities and increasing competition pose weaknesses and threats as competitors invest in newer, superior venues and technology like player cards and internet gambling expands.
Classic pen company activity based costingHarish B
Classic Pen Company is analyzing its cost accounting system using activity-based costing to better understand profitability. Previously, all overhead costs were allocated based on direct labor, but ABC analysis identified drivers like setup time and production runs. This showed that red and purple pens have higher costs than indicated previously due to more setups. ABC cost per unit for red and purple exceeds their selling price, suggesting price increases are needed to improve profitability for those products.
The document discusses the cola wars between Coca-Cola and Pepsi from 1970 to 2010. It describes how consumption of carbonated soft drinks grew steadily at 3% annually from 1970 to 2000 due to increasing availability, new diet and flavored varieties, and declining prices. While Coca-Cola and Pepsi dominated the cola segment, their market share has declined in recent years as consumers have shifted to healthier beverage alternatives like water, juice, and sports drinks. Both companies have adapted by expanding their product portfolios internationally and acquiring companies in the snack and beverage industries to sustain profits in the face of flattening carbonated soft drink demand.
Montreaux Chocolate aims to introduce a new line of premium dark chocolates in the US market. After generating 45 initial ideas and screening them down to 12 fruit-based concepts, they developed 4 refined dark chocolate concepts containing 70% cocoa with flavors like blueberry, pomegranate, and cranberry. These would be offered in a 3.5 oz candy bar and 5 oz stand-up pouch, priced at $4.49, and distributed through supermarkets, drug stores, and convenience stores nationwide. Market research with 200 consumers on each concept was positive, and Apollo's large size, growing market share, and focus on health positions them well to successfully launch this new product line.
Tanishq - Positioning to capture Indian woman’s heart - Marketing Management...Abbas Dhuliawala
Tanishq is a jewelry brand owned by Titan Industries, a Tata Group company. It was launched in 1994 to capture the Indian women's jewelry market which was dominated by unorganized local jewelers. Initially, Tanishq faced challenges due to consumers' preference for 22-karat gold and perception of jewelry as investment over ornament. Through market research, Tanishq repositioned itself by offering 22-karat gold, promoting purity using a karat meter, and changing its designs to appeal to local tastes. It also launched sub-brands like GoldPlus to target different segments. Today Tanishq is a leading player with over 165 stores pan-India pursuing opportunities for growth in India and other Asian markets.
It's a B2B and a B2C case where revenue comes from advertising and also from people. Case analysis of fashion channel with the interpretation of Demographic and attitudinal cluster analysis, problems pertaining to TFC, studying the solutions to the problems and answered to why "Dual targeting" ?
Three deaths were reported in late September 1982 in the Chicago suburbs from cyanide poisoning after ingesting Extra-Strength Tylenol capsules. The next day, one more death occurred and the cause was confirmed to be cyanide poisoning from the Tylenol capsules. James Burke, the CEO of Johnson & Johnson, took charge of the crisis management at the corporate level after it was determined that cyanide was the cause of death in the contaminated Tylenol capsules from a specific batch manufactured at a McNeil plant.
The document discusses issues like high turnaround times, declining profitability, and workload imbalances at the Fruitvale branch of Manzana Insurance that are reducing service levels and profitability. It analyzes errors in calculations, priority queues, capacity utilization, and makes recommendations like revising workload calculations and priorities, increasing staffing, and cross-training employees to improve processes and balance workloads.
Donner Company is experiencing several operational problems including poor on-time delivery, high product return rates, and shifting bottlenecks. A detailed analysis was conducted of Donner's processes, labor utilization, materials, capacity, and information flow. The analysis revealed specific issues like a lack of quality control, standard times not reflecting actual times, and the sequential production flow causing idle times. Recommendations will focus on changing Donner's strategy and improving quality and delivery.
The document discusses balancing the workload between two production lines - an assembly line and a testing/packaging line - for two digital imaging printer models, DI-910 and DI-950. It notes that the DI-910 takes 3 minutes for assembly but 4 minutes for testing, while the DI-950 takes 6 minutes for assembly but only 2 minutes for testing. The optimal solution is to produce 80 units of the DI-950 per day to balance the 480 total minutes of available time between the two lines.
Colgate palmolive the precision toothbrushRajendra Inani
The document discusses Colgate Palmolive's plan to introduce a new toothbrush, the Precision toothbrush, into the market. It analyzes the toothbrush market and identifies a niche for a "super premium" product targeting gum health. It considers mainstream versus niche positioning strategies and recommends a niche strategy to initially target the therapeutic brushing segment. Financial forecasts suggest the niche strategy would be more profitable than mainstream. The implementation plan includes professional endorsements, advertising, competitive pricing, and bundling the toothbrush with a premium toothpaste.
The document discusses a strategic review proposal for Egon Zehnder International. It provides background on the company, including that it operates as one firm with a partner-based structure and fixed fee model. It then outlines areas the strategic review would provide clarity on, such as strengths/weaknesses and future direction. Various strategic options are presented, including market penetration, product development, market development and diversification. A competitive analysis notes alternatives like internet-based searches and job placement sites. The review would examine political, economic, social and technological factors. A strategy diamond outlines arenas, vehicles, staging, differentiators and economic logic. Recommendations include using the internet to complement services, altering the partner to non-partner ratio
Manzana Insurance's Fruitvale branch is experiencing declining profits due to high turnaround times, uneven workload distribution, rising late renewals, increased renewal losses, inconsistent departmental priorities, and outdated completion time standards. This has allowed competitor Golden Gate to capture more market share by announcing a one-day turnaround time. Recommendations include revising how turnaround time is calculated using mean times rather than outdated standards, balancing workloads, prioritizing renewals, standardizing departmental processes, and potentially automating parts of the underwriting process.
The document outlines a detailed market mapping framework for analyzing a retail store, including sections on location details, physical aspects, ambience, layout, customer friendliness, products/categories, business throughput, financials, supply chain, promotions, issues, and opportunities for improvement. The framework contains over 100 data points across various categories to gain a comprehensive understanding of the store's operations, performance, customers, and area for growth.
Trans share inc - case study submission 12 sep 09 v1.1Rajendra Inani
This case study examines the appropriate revenue recognition practices for Trans Share Inc., a company that buys and sells aircraft and provides related maintenance and operational support services. Currently, Trans Share recognizes revenue from the sale of fractional aircraft interests at the time of sale. However, it wants to implement the correct revenue recognition methods to prepare for an IPO and comply with emerging accounting standards. The case study analyzes Trans Share's current business model and revenue recognition practices, and recommends converting its fractional interest program to an operating lease or service contract model to properly recognize revenue over the life of the agreement rather than up front.
The document provides financial information for a proposed toll road project including:
- The net present value (NPV) is ($456.70) and internal rate of return (IRR) is 10.38%
- Construction costs are estimated at Rs. 960 crore for 80% of the initial Rs. 1200 crore budget and land acquisition costs are Rs. 240 crore
- Annual maintenance costs are estimated at 0.9% of the total construction cost of Rs. 1500 crore
- Toll revenue is projected to grow at 7% annually reaching over Rs. 1400 crore by 2026
This document analyzes the inventory accounting methods of LIFO and FIFO for Merrimack Tractors and Mowers Inc. given rising costs of imports from China. Using a LIFO analysis, it shows that with LIFO, the company's net income would decrease rapidly over 2007-2009 despite sales increases, due to rising inventory costs. Switching to FIFO in 2008 would increase reported profits that year but likely lead to higher taxes in future years as costs rise. The document considers whether LIFO or FIFO is most suitable for the company given its current challenges meeting costs amid rising import prices from China.
Maharashtra state road development corporationRajendra Inani
The 6-lane Expressway between Bombay and Pune was developed as a BOOT project by the Maharashtra State Road Development Corporation (MSRDC) at a total cost of Rs. 1500 Crores. The MSRDC awarded construction work to 6 contracting firms and granted them a 30-year period to recover costs and earn a profit. While toll rates have increased three times, usage has slowed with each rise. The BOOT operators cannot currently afford discount plans requested by users, but the MSRDC must provide guidance that will set a precedent for future public-private partnerships.
Group 8 epgp - meeting management - communication presentationRajendra Inani
The document provides guidance for planning and running effective meetings. It lists the 8 C's of why meetings are important, including to chat, charge ideas, collude, create, communicate, cultivate relationships, comment, and cultivate. It then gives tips for planning a meeting such as deciding the type of meeting, clarifying prerequisites, and reminding participants. Guidance is also given for leading a meeting, including having opening remarks, focusing on business, being open to all, and recapping on close. The document recommends setting a firm agenda, assigning a note taker, having micro meetings, holding office hours, being data-driven, and sticking to timelines for more effective meetings.
This document is a case study submission for The Coca-Cola Company (A) that analyzes the company's financial reporting and relationships with its bottling partners. It addresses questions about how various transactions between Coca-Cola and its bottlers are accounted for, how consolidation would affect accounting, and whether consolidation should occur. The submission finds that consolidation is not necessary and separate analysis provides more accurate understanding of each entity's performance and risk.
The document provides information about Indore, the business capital of Madhya Pradesh, India. It summarizes key industries, educational institutes, attractions in and near Indore, newspapers, places to eat, and prominent people from Indore including rulers, nationalists, artists, sports persons, and future leaders. The document covers industries located in Pithampur and other areas, top educational institutes like IIM, IIT, and DAVV University. It also lists popular city attractions, nearby places like Ujjain and Mandu, amusement parks, and newspapers published in Indore.
The document discusses brand extensions and line extensions. It defines brand extensions as applying a popular brand name to a new, unrelated product category, while line extensions refer to new sizes, styles or related products within the same category. The document then provides reasons for brand extensions, such as helping cut costs and rejuvenating the parent brand. It also discusses risks of extensions like dilution of the parent brand equity or cannibalization of the parent product. Lastly, it emphasizes that extensions require understanding consumer perceptions of the parent brand.
The document provides an overview of the money market, which involves the buying and selling of short-term debt instruments that mature within one year. It discusses how money markets are used for investing through money market funds, individual sweep accounts, and the types of instruments traded in money markets, including commercial paper, banker's acceptances, treasury bills, repurchase agreements and more. It also covers how central banks use money markets to implement monetary policy and how interest rates, credit ratings, and other factors work in money markets.
Epgp term v mos group assignment april 2010Rajendra Inani
This document provides an analysis of the Indian health insurance market and ICICI Lombard General Insurance Company. It discusses the growing market size and factors driving future growth. It also outlines ICICI Lombard's range of health insurance products and services, competitors in the market, collaborators, and recommendations to further grow their market share in health insurance.
This document discusses how Dell funded its 52% sales growth in fiscal year 1996. It finds that Dell would need to increase its operating assets by $582 million to support the growth. However, Dell was able to improve its asset efficiency in 1996, reducing the need by $134.5 million. Additionally, Dell increased its net profit above forecasts to $272 million and increased current liabilities by $187 million. In total, Dell's increased profits and liabilities of $459 million exceeded the calculated additional operating asset requirement of $447.5 million. Therefore, Dell was able to fund its 1996 growth internally through improved efficiency, higher profits, and more liabilities rather than relying on external financing.
The document discusses the growth and importance of India's service sector over the past decades. It traces the rise of the service sector from contributing 41% of GDP in 1990-1991 to over 54% in recent years. Key drivers of growth included urbanization, privatization, and increasing demand for consumer and intermediate services. Subsectors like IT, ITES, retail, and financial services experienced major booms after economic liberalization. However, the benefits of growth have not been evenly distributed, and India still faces challenges in areas like agriculture, rural development, and improving social indicators.
The service sector has become the largest and fastest growing sector in India's economy over the last few decades, contributing over half of India's GDP. Key drivers of growth have been the IT/ITES industries, financial services, retail, and other consumer services. However, economic growth has not been evenly distributed across sectors or regions. The government is taking steps to boost GDP and make growth more inclusive, such as policies to increase FDI, SEZs, and NRI investment. Leading developed countries also rely heavily on their large service sectors for economic output and employment.
1) The break-even point for Hospital Supply is 1,882 units or $8,186,700 in sales.
2) Increasing sales to 3,500 units by reducing price to $3,850 would decrease overall profit, so this strategy is not recommended.
3) Accepting a government order for 500 units at $275,000 profit would decrease overall profit compared to regular sales, so this order should not be accepted.
4) For a foreign market entry with 1,000 units and additional $410/unit shipping and $22,000 marketing, the minimum selling price should be $2,227 to cover costs.
Dell was able to finance its 52% sales growth in 1996 through internal resources without relying on external funding. It achieved this by reducing its current assets from 32% to 29.4% of sales, improving operational efficiency. This reduced the additional operating assets needed from $582 million to $447.5 million. Increased liabilities of $187 million and higher than expected net profit of $272 million exceeded this requirement. For 50% sales growth in 1997, increased liabilities, projected net profit, and existing short-term investments could provide $1584 million, well above the $779 million needed for additional operating assets. Dell's efficient build-to-order model and use of working capital gave it strong internal funding capabilities.
This document discusses financing options for Amtrak's Acela high-speed rail service. It analyzes Amtrak's financial history and challenges in being profitable. Amtrak needs $750 million to purchase equipment for Acela. The best option is to lease the equipment from BNY Capital Funding, which provides tax benefits and removes liability from Amtrak's balance sheet while still allowing ownership. The analysis concludes the lease is preferable to taking on debt or relying solely on federal grants due to Amtrak's unprofitable history and limited prospects for future profitability.
The document analyzes the financial viability of purchasing a $39 million capesize dry bulk carrier that would operate for 25 years. Net present value (NPV) calculations are shown for operating the vessel for both 25 years and 15 years. Operating it for 25 years yields a positive NPV of $368,557. However, operating it for only 15 years pursuant to company policy and then scrapping it yields a negative NPV of -$1,252,916, indicating a loss. Therefore, the recommendation is to reject the proposal due to the company's 15-year vessel operation limit.
Epgp 09 10 -fra term 1 - end term submission - rajendra inaniRajendra Inani
This document provides an overview of key concepts in financial accounting and analysis including:
- The three principal financial statements: balance sheet, income statement, and statement of cash flows.
- Key concepts in financial accounting like revenue recognition, expense matching, and accrual basis accounting.
- Financial ratio analysis and how it is used to evaluate performance, risk, growth potential, and more by comparing values over time, to industry norms, competitors, and more.
- The value of financial statement analysis for users like investors, creditors, and other stakeholders.
Epgp 09 10 -cfl project - term 1 - group viiiRajendra Inani
The document provides guidance on planning and delivering effective oral presentations. It discusses that oral communication is an important skill for business graduates and managers. It emphasizes the importance of listening skills, providing feedback, and accounting for differences between oral and written communication. The document then outlines best practices for planning a presentation, including determining the purpose and audience, and incorporating an opening, main ideas, overview, and conclusion. It also covers rehearsing and practicing a presentation, as well as techniques for delivering an effective talk and using visual aids.
4. Immediate
Activity Activity Time Predecessor
a 40 None 1 a,b,d 110 262
b 50 None 2 c,e 120 240
c 70 a 3 f,g,h 130 222
d 20 a 360
e 50 a
f 40 b,c 1 a,b 90 229
g 60 e 2 c,d 90 229
h 30 d,f,g 3 e,f 90 229
360 4 g,h 90 229
Flow Time 6 Min
Cycle time 420 Min 2 Min/ Unit
210 Units
No. of WS Req (420 O/P) 3
Earlier case WS 2
Aval time 420
total o/p 140
contribution unit
per # units
30 210 6300
30 140 4200
Line B Per Unit Contribution Per DayDayReg wages workers
# Units Produced / Contribution
30 210 6300 18 3
30 140 4200 18 2
30 210 6300 18 4
2100
5. 229 1 a,b,c,d 180 140
210 1 e,f,g,h 180 140
194 16 35
Reg hours OT Hours Wages / Day ontribution / Day / Worker
C
8 1 529.2 1923.6 67.2
8 0 288 1956
8 0 576 1431
