zilongwang/ReadingBank huggingface dataset:
Goals & Milestones Goal 1 Set your business goals for the period covered by this plan Then set milestones for each step Try to make your goals specific, achievable and measurable Milestone Goal 2 Set your major business goals for the period covered by this plan Then set milestones for each step Try to make your goals specific, achievable and measurable Milestone Goal 3 Set your major business goals for the period covered by this plan Then set milestones for each step Try to make your goals specific, achievable and measurable Milestone Goal 4 Set your major business goals for the period covered by this plan Then set milestones for each step Try to make your goals specific, achievable and measurable Milestone
SWOT analysis Strengths – internal resources or capabilities of your business that are better than your competition Weaknesses – internal resources or capabilities of your business that are less than those of your competitors [eg. excellent location] [eg. poorly trained staff] Opportunities – external factors or conditions that the business can exploit to build success Threats – external factors that could adversely affect the success of your business [eg. acquiring exclusive distribution rights] [eg. new regulations] Risk assessment
Competitor analysis [List at least 5 competitors in the table below.] Competitor Established date Size Market (%) Value to customers Strengths Weaknesses [Competitor name] [When were they established?] [Estimated number of staff and/or turnover] [Estimated percentage of market share] [Unique value to customers. For example, is it convenience, quality, price or service?] [What are main strengths?] [What are their main weaknesses?]
Inventory [List the current inventory required to produce your product or service. If you have a lot of inventory you may consider attaching the full list to this business plan.] Item Unit price Quantity Total cost [eg. A4 notepads] [$4.50 ea] [50 units] [$225] Major suppliers [List details of your major suppliers] Supplier Contact details Goods/services supplied Terms of trade [eg. Browns of Balga] [T: 08 xxx xxxx E: browns@....] [All basic fruit and vegetable requirements] [Payment within 7 days by EFT]
Your competitors [How do you rate against your competitors? How can your business improve on what they offer?] Competitor details [List at 5 competitors in the table below.] Competitor Established date Size Market share (%) Value to customers Strengths Weaknesses [Competitor name] [When were they established?] [Number of staff and/or turnover] [Estimated percentage of market share] [Unique value to customers. E.g. convenience, quality, price or service?] [What are your competitor's main strengths?] [What are your competitor's main weaknesses?] [Competitor name] [When were they established?] [Number of staff and/or turnover] [Estimated percentage of market share] [Unique to customers. E.g. convenience, quality, price or service?] [What are your competitor's main strengths?] [What are your competitor's main weaknesses?] [Competitor name] [When were they established?] [Number of staff and/or turnover] [Estimated percentage of market share] [Unique to customers. E.g. convenience, quality, price or service?] [What are your competitor's main strengths?] [What are your competitor's main weaknesses?] [Competitor name] [When were they established?] [Number of and/or turnover] [Estimated percentage of market share] [Unique value to customers. E.g. convenience, quality, price or service?] [What are your competitor's main strengths?] [What are your competitor's main weaknesses?] [Competitor name] [When were they established?] [Number of staff and/or turnover] [Estimated percentage of market share] [Unique value to customers. E.g. convenience, quality, price or service?] [What are your competitor's main strengths?] [What are your competitor's main weaknesses?]
[e.g. Shopfront, internet, direct mail, export or wholesale] [List all the products/services sold via this channel] [What percentage of overall sales do you expect to sell via this channel?] [What advantages are there of using this channel for these products?] [What challenges do you expect to face using this channel? How will you overcome them?] [e.g. Shopfront, internet, direct mail, export or wholesale] [List all the products/services sold via this channel] [What percentage of overall do you expect to sell via this channel?] [What advantages are there of using this channel for these products?] [What challenges do you expect to face using this channel? How will you overcome them?] [e.g. Shopfront, internet, direct mail, export or wholesale] [List all the products/services sold via this channel] [What percentage of overall sales do you expect to sell via this channel?] [What advantages are there of using this channel for these products?] [What challenges do you expect to face using this channel? How will you overcome them?] [e.g. Shopfront, internet, direct mail, export or wholesale] [List all the products/services sold via this channel] [What percentage of overall do you expect to sell via this channel?] [What advantages are there of using this channel for these products?] [What challenges do you expect to face using this channel? How will you overcome them?]
Oxfordshire Clinical Commissioning Group NHS Oxfordshire Clinical Commissioning Group Policy Business Continuity Policy and Framework Version Number 4.0 Version Date February 2017 Review Date February 2018 Responsible Owner Governance Manager Approving Body Executive Committee Target Audience All Document Control Reviewers and Approvals This document requires the following reviews and approvals: Name Version Approved Date Approved OCCG Executive 4 Revision History Version Revision Date Details of Changes Author 1.0 October 2013 First Iteration of policy Julie Dandridge 2.0 December 2014 Change to Oxford Health Telephone No (9.1.2) Adhana 3.0 September 2015 Updated to reflect new structure Rachel Jeacock 4.0 February 2017 Updated to reflect learning through CBCI Rachel Kitson or Overlaps with Other Key Documents and Policies Document Title Version and Issue Date Link
DEFINE WORKFLOW _______________________________________________________________________ Role Activity
Document Tracking Revisions Date Changes Author/Editor Initial Draft 3/23/2012 First draft of all “Managing Patient Contacts” Business Process Analysis Jane Doe Revision 1 4/2/2012 Additional comments were included after clinical staff and medical staff analysis John Smith, Clinical Director Mary Medical Director Revision 2 4/9/2012 Inserted comments re: improving billing revenue Jim Dean, Financial Director Revision 3 4/15/2012 Approved final “As Is” Analysis White Executive Director
Principles and Recommendations for a Vital Statistics System, Revision 3 Civil Registration Declare Validate Register Certify Generate Share Archive D. Principles of a vital statistics system Clauses 5. Designation of a legally responsible informant for each type of event x F. The Registration Process 1. of registration x 2. Time allowed for registration x 3. Cost of current registration 364 x 4. Proof required for the registration of vital events x 5. Provision for late and delayed registration x 6. The vital event registration record x 6.(a) Ways and means of preparing records of vital events x 6.(b) Storing and preserving records of vital events x 6.(b)(i) Space and storage considerations x 6.(b)(ii) Preservation methods and safety x 6.(b)(iii) Need for central storage and preservation of vital records 392 x 6.(c) Storage and preservation of other related registration documents 393 x 6.(d) Recommended policies for the release of information on individual vital event records x 6.(e) Content of the vital record for legal purposes x 6.(f) Numbering records x 7. Complementary notations (additions) in vital event registration records x 8. Amendments (corrections) to registration records x
9. Recommendations for issuing certified copies of vital event registration records x 10. Linkages of vital records within the registration system x 11. Linkages of vital records with records of other systems x x 12. Recording, reporting and collecting registration data for statistical purposes x 12.(a) Types of statistical reporting forms and content x 12.(b) The statistical reporting process x 12.(b)(i) Principles of statistical reporting x 12.(b)(ii) Improvement of completeness, accuracy and timeliness for statistical purposes x Table 2. Mapping between Generic Business Processes and main sections in the Principles and Recommendations (UNSD, 2014) Common Business Process Modelling Software Tools A number of different software tools are useful for modelling business processes and some of these are listed in Table 3, below. In general, we have listed tools that are simple to use, commonly used and either free or readily-available and affordable. Name Description License Platform Location Bizagi Studio Simple flowcharting tool FOSS Microsoft Bonita Studio BPMN 1.1 modelling tool FOSS Open Draw.io Simple flowcharting tool FOSS SAAS Enterprise Architect Database driven design tool Sparx Systems Microsoft
Google Drawings Simple drawing tool FOSS SAAS Lucid Chart Powerful drawing tool Lucid Open/SAAS Visio Powerful drawing tool Microsoft Microsoft BPMN Stencils BPMN 2.0 models in Visio Orbus Microsoft Key: FOSS – Free and Open Source Software; SAAS – Software as a Service 3. Details of Common Business Process Modelling Software Applications.
SVRC Business Recognition Awards 9/25/2015 Purpose To increase the hiring of qualified Alaskans with disabilities and help Alaskan employers find outstanding employees. Awards Large Employer Award: 200 or more employees. Small Employer Award: less than 200. Will add the Don Brandon Memorial State as a Model Employer Award to give to a state agency. State Agency Employer award in the future. (Guidance has been to keep the awards to just a few to keep them special). Requirements Complies with the Americans with Disabilities Act. SVRC Staff will clear nominations with Alaska UI, Tax, Labor Standards and Safety, Worker’s Compensation and the appropriate Mayor’s office to ensure there are no outstanding issues with the local government. Businesses that provide disability related services as their main business focus are not eligible. Nominations Nomination Criteria Has history of working well with DVR or is open to working with DVR. Has policies, procedures and initiatives that result in disability inclusiveness in the workplace and accessibility to services or products for customers with disabilities. Makes an exceptional effort to employ people with disabilities. This is not a based system. A business who has received this award within the past 3 years is not eligible to apply. Nominators The DVR Business Team will have input. It was suggested to also add CRPs, TVR and other disability non-profit agencies. This is being discussed at the next subcommittee meeting.
Description Where a GMS claim is paid and the Enrolled Person’s NHI, Enrolling Organisation HPI-O, PHO HPI-O, and date of service match the PHOs records for payments for Enrolled Persons; the fee for service subsidy amount paid will be deducted from the next available Capitation Based Funding payment for the corresponding PHO. The number of GMS deductions against an Enrolled Person’s CBF Payment will be ‘capped’ at three consultations within a given month (based on date of service). GMS deductions will not be made for a newborn with a status (B code) during the pre-enrolment period of 3 months. Source NES and GMS Claims References PHO Services Agreement Notes GMS deductions will be reported to the PHO monthly. GMS claims that have not been deducted as a result of the deduction ‘cap’ will also be reported to the PHO monthly. The timeframe for submitting a GMS claim is 60 days after the date of service. A newborn pre-enrolment status is consistent with the commonly used term ‘B- code’ for newborn pre-enrolment. BR# 4.4 – PHO notification of change to Capitation Based Funding Item Details Unique Identifier BR# 4.4 Title / Name PHO Notifications
References This document should be read in conjunction with the following documents to provide greater clarity on the business requirements outlined. # Document Title Description Publisher 1 PHO Services Agreement The PHO Services Agreement is the contract between DHBs and PHOs that sets out the roles and responsibilities of DHBs and PHOs to ensure that primary health care services are funded and provided in a way that is best for individuals, best for the system, and continually meets the Government's policy objectives. District Health Boards and PHOs 2 Enrolment Requirements for Contracted Providers and Primary Health Organisations Outlines the precise rules for determining an enrolled individual. Referenced Document is part of the PHO Services Agreement V3.0. Ministry of Health 3 Business Requirements: Capitation Based Funding Provides the business requirements for the system that the Ministry of Health uses to calculate the Capitation Based Funding a PHO should receive. NES Implementation On completion of the transition period, the Business Requirements: Capitation Based Funding v3.9 will become redundant, and the Business Requirements: National Enrolment Service Capitation Based Funding v1.0 will come into effect. This document is a Referenced Document to the PHO Services Agreement. Ministry of Health
B. Entire Agreement. This Agreement contains the entire agreement between the parties concerning matters set out within, and no amendment to this Agreement or waiver of its terms is binding upon the parties unless approved in writing by each of them. C. Non-Agreement. Except as specifically set out in this Agreement, no party is under any legal obligation with respect to a potential transaction unless a definitive agreement between the parties has been signed. D. Severability. If a court of competent jurisdiction finds any provision within this Agreement to be invalid, illegal or unenforceable, that provision will be severed from the Agreement and the remaining provisions shall continue in full force and effect, without amendment. E. Governing Law. This Agreement be governed in accordance with the laws of the State of ______________________. F. Fees/Expenses. In a dispute arising out of or related to this Agreement, the prevailing party shall have the right to collect from the other party its reasonable costs, attorney fees, and necessary expenditures. G. Notice. Any notice required by or given in connection with this Agreement shall be in writing and shall be given to the appropriate party by personal delivery or by certified mail, postage prepaid or recognized overnight delivery services to the following addresses: Company’s Address ______________________________ ______________________________ ______________________________ Recipient’s Address ______________________________ ______________________________ ______________________________
According to a stock exchange announcement, the promoter group, which held shares through 32 entities, would now transfer their shares, representing 34.17 per cent of voting rights, to a total of 61 entities, including 27 LLPs. The transaction was completed on August 11. “The transfer and acquisition is part of the transfer without consideration amongst the group,” the announcement stated. LLPs are an alternative corporate business vehicle that offers the benefits of not only limited liability, but also allows its members the flexibility to organise their internal structure as a partnership based on an agreement. According to tax experts, the restructuring would lead to a much lower tax outgo on dividend distribution. “A holding under the LLP structure will help them avoid the dividend distribution tax, which is applicable at 16.61 per cent in the case of companies,” said Sunil Jain, partner-taxation at J Sagar Associates. “As the Direct Code comes into effect from April 1, 2011, RIL could be restructuring before that to gain tax advantages. The company has treasury stock of '13,000 crore on its balance sheet,” explained Jagannadham Thunuguntla, equity head at SMC Capitals. Analysts believe that shifting treasury to LLPs might help the company save tax, even after Direct Taxes Code is introduced. It will make long-term capital gains taxable. Market experts, meanwhile, say the restructuring has been done at an appropriate time. "It not have been done post the new code as the changes proposed may result into higher tax outgo for the group," said Deven Choksey, managing director, KR Choksey Shares and Securities. "The new structure will be more revealing in terms of ultimate beneficiaries of stakes. Earlier, some trading and investment companies were among the promoters of RIL and it was not clear who the beneficiaries were," said S P Tulsian, independent equity advisor. PROMOTER PROFIT SHAREHOLDING IN RIL IN THE LAST THREE QUARTERS (in %) Jun ’10 Dec ’09 Mar ’10 Promoter 44.76 46.57 44.76 FII 17.20 16.82 17.59 DII 10.72 9.83 10.66 Others 27.32 26.78 26.99
Total Real Estate Owned (see schedule A) Credit (itemize) Investments RRSP’s Mortgages on Real Estate owned (see Schedule. A) Recreational Equipment (itemize) Other Obligations (Please itemize) TOTAL MONTHLY PAYMENTS $ Other Assets (Household Goods, etc.) TOTAL LIABILITIES (2) $ TOTAL ASSETS (1) $ NET WORTH (1-2) $ SAUGEEN ECONOMIC DEVELOPMENT CORPORATION BUSINESS START UP LOAN APPLICATION GENERAL INFORMATION Have you ever had an asset repossessed? Yes____ No____ Are you a party to any claims or lawsuits? Yes____ No____ Do you owe any prior to the current year? Yes____ No____ IF YES TO ANY QUESTION ABOVE, PLEASE PROVIDE DETAILS: INCOME SOURCES SUNDRY PERSONAL OBLIGATIONS Your Current Monthly Income $ Do you have other obligations? (I.E. Co-signer, endorser, guarantor?) _____ Yes _____ No If Yes, please provide details: Your Spouse’s Gross Monthly Income $ Monthly Rental Income (from Schedule A below) $ Other Income (please itemize) $ TOTAL $ SCHEDULE A REAL ESTATE (please provide details on your share of real estate owned) Address of Residence/Property Owned: Month/Year Purchased Purchase Price $ Present Market $ Monthly Rental Income (if applicable) $
Records number Type of ICT Contract eg hardware, software maintenance, IT support Contract expiry Vendor Account Manager Vendor contact details 11098 Photocopier service contract 30/06/2016 RICOH John Smith, email/tel. Website and Online Systems List details of: Main local government website. Any/all other websites support by the LG. What services are provided online. What payment gateways are used. How online systems are secured (DMZ, encryption etc) Where the websites are hosted (in-house or offsite location). If details of the infrastructure environment. Developers of the website (in-house or third-party). Who is responsible for maintaining the website? Details of any contracts/support agreements in place. Intranet List details of: Corporate intranet site Any corporate or team wiki’s, enterprise social networking enterprise instant messaging or enterprise collaboration tools in use Functionality provided via the intranet (e.g. the intranet is the main corporate communications tool, and includes advertised job vacancies, all HR forms, approved policies and procedures, corporate news, staff phone directory and staff bulletin board). Developers of the intranet (in-house or third-party). Who is responsible for maintaining the website? Details of any support/maintenance agreements in place. Social List details of: Corporate Social websites maintained (e.g. Corporate Facebook, Twitter, YouTube sites etc.) Consider all areas of your local government that may have a social media presence including: Corporate communications/marketing Libraries Recreation centres Museums, Art Galleries
Current State – <Enter Local Government Name 2> Complete the current state for “Local Government 2” as per section 3. Current State – <Enter Local Government Name 3> Where applicable, complete the current state for “Local Government 3” etc as per section 3. Proposed ICT Platform – “IT Future Detail the proposed ICT Platform for the new local government entity. Identify where the main server room will be located and how the network will be connected. Detail what software systems will be used by the amalgamated local government. Detail what software systems will be used by the amalgamated local government. Use the table as a guide to develop a suitable summary. System Type Proposed IT System Finance HR/Payroll Electronic Records and Document Management System (EDRMS) Property and Rates GIS Asset Management Recreation Centre Enterprise Collaboration Desktop processing E.g. Microsoft Office 2010 Professional client Email server Timelines and Milestones Determine what the transition period will be and identify the date for “cut-over” to a single network/standardised systems. Develop a timeline for key activities, such as scope and specification, system design, data migration planning, migration, testing, training and go live. Communicate timelines and key milestones to staff.
Transferable Skills (continued) Action Items Go to iSeek’s Education Search Tools and ‘browse by career cluster’ and view the fields of study in all career clusters. Note: Our definition of ‘business’ above can fit into all career clusters. Explore career options by skills needed to get the job. Go to O*Net Online’s ‘Skills Search’ and select the skills you have or you plan to acquire. Note the wide variety of career titles and fields. out the Engage Search for ways to develop skills outside of the classroom: Meet with a CAPE Career Counselor or Advisor to discuss setting academic and personal action plans to help you acquire skills that you need for the jobs you’re interested in, as well as continuing to develop the skills you already have. Additional Resources: Center for Academic Planning & Exploration: Your college career services office: U.S. Bureau of Statistics’ Occupational Outlook Handbook:
Price What we end up paying Price is important – income pays for expenses Promotions may include price drops to attract initial interest Value is what you get for what you pay For example, an expensive product lasts longer, cheaper product more prone to breakage Week 7 – The Marketing Mix (4 P’s) - Promotion Aspects of marketing / customer communications Many aspects including: Public Relations Advertising Packaging Promotion Telemarketing of Sale Brand values Signage Uniforms Direct mail Personal selling Internet Social media Image and positioning Integrated market communication Co-ordinating all aspects in a consistent manner Integrating them with the other marketing activities A team effort, not just individual ideas Greater synergy = greater effectiveness Integrated customer communication As above, but including: Word of mouth Product Price Place (location of store) People Physical (store layout) Process Say-do triangle Changing customer communications paradigm Communication used to be purely one way – company to customer (planned messages) Now it is many ways – company to customer, customer to company, customer to customer Many more unplanned messages “A brand is no longer what we tell the consumer it is. It’s what consumers tell each other it is” – Scott Cook.
INITIAL RISK CONSIDERATION Identify initial and rate them for their probability of occurring and their impact if they occur Description Probability (High / Med / Low) Impact (High / Med / Low) By signing the Business Case you are in agreement with the preliminary estimates for duration, scope, anticipated costs, and the project analysis as described herein. All signatories to this agreement acknowledge that actual costs and duration will be different from the preliminary estimate. NAME SIGNATURE DATE [Primary Service Owner] [Customer]
XLC Template Revision History The following table records information regarding changes made to the XLC template over time. This table is for use by the XLC Steering Committee only. To provide information about the controlling and tracking of the Business Case Template artifact, please refer to page 15 (Record of Changes). : XLC Template Revision History Version Date Description of Change 1.0 CMS/OIS/DITG Baseline version of template. 2.0 Celia Shaunessy, CMS/OIS/DITG Reformatted XLC template. 2.1 Celia Shaunessy, CMS/OIS/DITG Changes made per . 2.2 Potu, CMS/OEI/DPPIG Updated CMS logo 2.3 Manoj Nagelia CMS/CCSQ/ISG/DQSGED Section 4.2 – Updated the table and instructions per . 2.4 Surya Potu CMS/OIT/ICPG/DIIMP Section 4.2 – Updated the link to FEA Consolidated Reference Model
Create specific action plans for dealing with any potential threats that you have identified. Trigger Action Who How With what Eg. Telephony Down Contact Telephony provider Request divert to new number Inform reception staff of which number diverted to Operations Manager Contact helpline centre on 01453 310 345 Mobile Trigger 1 action 1 action 2 etc Person carrying out the action what do they have to do What resources are required to complete action Each action plan to cover identified threats eg. fire flood vandalism electricity failure IT system failure phone system failure other Network diagrams and technical IT information And finally …. Stand-down procedure once the incident is resolved and the business is back to normal – or a new normal if the incident has been so severe that it has changed the way that you deliver your business. Emergency Procedures Ensure your company has basic emergency procedures in place Make sure your employees really know what to do if a fire breaks out Make certain your employees understand the evacuation procedures Ensure your employees know what to do if a colleague is injured Ensure your employees know what to do if any sort of disruption occurs The key to a sound emergency procedure is clear process, roles and responsibility and employee awareness team members from each department should be given responsibility for ensuring a smooth and orderly process All employees should receive training on your emergency procedures, with regular updates and refresher courses on it It is important that your workforce know where to access a ‘guidelines and procedures’ document to ensure that they are always fully aware of what is expected of them
Phones Staff to use personal mobile phones. Contact telephone provider to forward office lines to staff mobiles Jo W. Developer Internet Staff to use home internet connections. If home connection unavailable contact local shared office providers to rent desk space Jo W. Developer Inform insurance company Contact details: XXX XXX XXX Ashley H. Businessowner Inform landlord Contact details: XXX XXX XXX Ashley H. Businessowner Post redirection Form available on company intranet Al V. Salesperson Inform customers If disruption is expected, inform customers via email Ashley H. Businessowner Scenario 2 Infrastructure incident An infrastructure incident can include the loss of computer / telephony systems, internet access, or power. The actions below are an example of how this incident could be handled - you should customise this section to suit your business Step 1: Understand the extent of the loss Infrastructure Details Responsible Person(s) Phones Contact phone provider to ascertain extent of outage. Contact details: XXX XXX XXX Jo W. Developer Internet Contact internet provider to ascertain extent of outage. Contact details: XXX XXX XXX Jo W. Developer Mains power Contact provider to ascertain extent of outage. Contact details: XXX Ashley H. Businessowner
for improvement and any lessons identified 5. Review this Continuity Plan in light of lessons learned from incident and the response to it Implement recommendations for improvement and update this plan. Ensure a revised version of the plan is read by all members of staff. Ashley H. Businessowner Jo W. Developer Al V. Salesperson
Memos are written for a variety of reasons. They include: Routine reports – eg a monthly report from your area manager giving an overview of projects your team will be working on for the coming month. Requests for information – eg a memo to the Customer Services Manager requesting information on a particular customer you are about to work with. Making an announcement – eg an internal staff memo stating a new appointment in your branch. Giving instructions – eg an internal staff memo detailing how to fill out new annual leave forms. Providing information – eg a memo from Head Office setting out sales targets for the next month. Task One (not assessed) Think of a situation where a school principal might send a memorandum to staff. Write it here: Highlight true or false for each of the following statements: True/False memos would normally be posted in sealed envelopes True/False you do not have to sign a memo True/False a memo is a quick way of letting staff know when an important visitor is coming
corporation is deadlocked or has been abandoned. Under this statute, reproduced in part in Figure 3 below, a custodian has the powers of a receiver, and, in addition, the “authority . . . to continue the business of the corporation and not to liquidate its affairs and distribute its assets” unless the court so orders or is otherwise permitted by statute. In addition, Delaware’s statutes for close corporations, reproduced in part in Figure 3, allow for the appointment of a custodian and a provisional director in the case of a deadlock. Although judges in Delaware, as in New Jersey, are given discretion when appointing a custodian or a provisional director, the standard that warrants this remedy for a Delaware corporation is much greater. Recognizing that it is “unusual to grant such relief,” Delaware courts apply “careful judicial scrutiny” in determining whether a corporate deadlock warrants an appoint of custodian or provisional director. This seems more strict than New Jersey’s “best interest” standard. Figure 3: Corporations – Appointment of Custodian or Provisional Manager New Jersey Delaware N.J. Stat. Ann. § 14A:12-7(3) & (4) Del. Code Ann. tit. 8, § 226; Del Code Ann. tit. 8, § 353 Involuntary dissolution; other remedies. (1) The Superior Court, in an action brought under this section, may appoint a custodian [or] appoint a provisional director . . . upon proof that [Subsections (a)-(c) provide the standard of (2) . . . [I]n the case of appointment of a custodian or a provisional director, the may proceed in a summary manner or otherwise. (3) One or more provisional directors may be appointed if Del. Code Ann. tit. 8, § 226: Appointment of custodian or receiver of corporation on deadlock or for other cause. (a) The Court of Chancery, upon application of any stockholder, may appoint 1 or more persons to be custodians, and, if the corporation is insolvent, to be receivers, of and for any corporation when: (1) At any meeting held for the election of directors the stockholders are so divided that they have failed to elect successors to directors whose terms have expired or would have expired upon qualification of their successors; or
“Research and analyze companies, industries, and economies around the world.” “Journal articles in business, management, economics, finance, banking, and accounting.” “Directory of journal publishers in accounting, economics & finance, management, and marketing.” CCH Intelliconnect “IntelliConnect, formerly CCH Tax Research, is a comprehensive database of documents related to taxation in the United States.” “Grey House databases are filled with business, consumer health and education information that provide comprehensive, accurate and in-depth data quickly and easily.” “Information about more than 40,000 global public and non-public companies including location, financials, competitors, officers, and more.” “Company research, key executives, financial data, competitors, history, etc.” “Over 4,000 learning items related to international business, including textbooks, book chapters, cases, corporate training videos, sample business documents, and research reports.”
Student Resource 12.1 Memo: New Markets for Mercury Shoes Mercury Athletic Shoes Sebastian Oxnard, President & CEO Memorandum To: New Consultants From: Sebastian Oxnard, President & CEO Subject: Expanding Our Shoe Sales and Manufacturing to Overseas Markets Mercury Athletic Shoes has shown significant growth over the past five years. Our board of directors is considering expanding the sales of our shoes to a number of overseas markets. In order to make a decision whether to expand and, if so, to which countries, we would like you to study the impact on our company of expanding in each of the five countries represented in the table below. I’ve included currency exchange data on each country in the table. Please analyze the data and give us your recommendations. In order to help some of our board members (who are not experts in currency exchange rates) to understand your reasoning, we would like you to cover the following in your report: country is the best place for us to expand our market, based on current currency exchange rates and purchasing power? Explain in detail why you selected that country and why you think people in that country are more likely to buy our shoes than people in other countries you did not select. Which country is the best place for us to open a new manufacturing plant, based on exchange rates and purchasing power? Explain in detail why you selected the country and why you think this would be a more affordable place for us to manufacture our shoes than the other countries you did not select. Given our average shoe price in the United States (per pair) of $100, in US dollars, what would it cost a consumer of each country on our list to buy our shoes if (a) we based the local price in each country on converting US $100 into local currency, and (b) if we set the local price in each country at the amount of local currency that has the same purchasing power, locally, that US $100 does in the United States? What wage paid in local currency to workers at a factory in each country would have the same purchasing power as the $10/hour average wage paid in the United States? The board of directors will be evaluating your recommendations based on the following minimum criteria: You demonstrate an understanding of an exchange rate, trade, and purchasing power.
(World Bank, 2009). In addition, 59% of the firms interviewed, they believe “informal payment is common among firms like their own” (USAID, 2010). Vietnam Provincial Competitiveness Index 2010 also concludes that 41% of firms think that having a private converse with tax officials is essential practice in doing a business. Interestingly, more than 20% of interviewed household concede that they had paid a bribe regarding tax revenue services in last three years (Transparency International, 2010). Regulation as Red Tape Regulations, in whatever form they may be, impose a cost for the firms, since we do not only consider the out-of-pocket cost, but also the opportunity cost that the firm incurs. It will be up to the firm to decide whether or not the excessive time generates a higher loss than the cost of the bribe, whether or not participating in bribery is an option, also considering key factors such as firm size, its characteristics, its industry (which market it belongs), among others (Herrera, Lijane, & Rodriguez, 2007). However, bribery is a practice that is both illegal and unethical, since the act itself suggests the manipulation of institutional power for private benefit- in this case, the government agency may abuse its power in terms of issuing and/or renewing business licenses by charging additional rates for better services. In addition, the whole inefficient system that tries to create a market for better service is unnecessary in the first place; meaning to say that the whole economy does not need to be inefficient, where both the firms and the whole economy is better off without such
Corporate Enforcement Online Document A quick access guide to the Companies Act 2014 – ideal for revision Law Society of Ireland Contract Law Website An excellent, east to follow, Students guide to Irish law Deyan Fitzgerald Website Creating a Contract – 10 steps to creating a legally enforceable contract This is a consumer to the Law in the republic of Ireland Lawyer.ie Book Essential of Irish Business Law An introductory textbook on Irish Business Law – reflects all the major legislative and case law since 2008. Aine Keenan This book can bought at the above link to Amazon. Commercial Law Website The companies Act 2014 is outlined in 25 different sections on this website. Essential for learners to get an insight into the latest Company and Commercial Law. Knowledgebase Book Company Law in Ireland Over 20 chapters this book covers all the traditional areas of company law in Ireland Anthony Thuillier This book can be purchased at the above link to the Claruspress website. Consumer Credit Law Website The Irish Statute Book website is the definitive source for the Consumer Credit Act 1995. Areas of interest are Credit agreements and Credit Advertisements and Hire purchase agreements. Statute Book Consumer Protection law Website The Irish Statute Book website is the definitive source for the Consumer Irish Statute Book
DATE: Thursday, March 17, 2016 TIME: 10:30 AM LOCATION: Conference Room B BUSINESS MEETING AGENDA MEETING CHAIR: Sara Hudson email: sarahudson@yourcompany.com phone: 321-456-7890 MEETING SCRIBE: Steve Hart email: stevehart@yourcompany.com phone: 321-456-7891 MEETING TITLE: 2017 Development Goals ATTENDEES PRESENT: Sara Hudson, Position Steve Hart, Position Sara Hudson, Position Steve Hart, Position Sara Hudson, Position Steve Hart, Position Sara Hudson, Position Steve Hart, Position Sara Hudson, Position Steve Hart, Position Sara Hudson, Position Steve Hart, Position OBJECTIVES: Objective 1 description Remarks Objective 2 description Remarks Objective 3 description Remarks Objective 4 description Remarks SCHEDULE: TIME CONTENT DESCRIPTION 10:30 to 10:40 Attendance; Call to 10:40 to 11:00 Objective 1 11:01 to 11:15 Objective 2 11:16 to 11:30 Objective 3 11:31 to 11:50 Objective 4 11:51 to 12:00 Announcements; Closing Remarks
Key Resources are we acquiring from partners? Key Activities do partners perform? Motivations for partnerships: Optimization and economy Reduction of risk and uncertainty Acquisition of particular resources and activities NOTES: Key Resources of our business What Key Resources do our Value Propositions require? Our Distribution Channels? Customer Relationships? Revenue Streams?
COMPETITOR ANALYSIS NAME TYPE SERVICES AND PRODUCTS STRENGHTS WEAKNESSES THREAT LEVEL Virgin Active Direct Good Quality Fitness facility. Is an established brand and known across South Africa, it specializes in the fitness industry and most facilities are top notch. Very high pricing Not accessible to some average man earning an average salary 3 Gym Company Direct Fitness facility for workout and fitness enthusiast. It is affordable and a well known establishment Limited equipment within the facility Slow progression with bringing in the market 3 Bryanston Fight Club Indirect Provides different types of martial art training It is reasonably priced and has a loyal target market Not completely specialised in the fitness industry Limited target market No new elements brought it. A routine way of doing business 2 C.O.B.R.A Indirect Provides self defence classes to the public It is reasonably priced and has a loyal target market and is a well known establishment. Not completely specialised in the fitness industry Specialises in only self defence 2 BRANDING
Construction Team Beginning Phase - AKA MEDIUM TERM Growth/Harvest Team (School Year) – consists of students enrolled in the HHS Career Prep; Life Skills Science program and faculty volunteers from Hernando High School. Duties include planting, maintaining and harvesting. Growth/Harvest Team (Summer) – consists of students in the HHS Honor Society in the and faculty volunteers from Hernando High School. Duties include planting, maintaining and harvesting. Future - AKA LONG TERM Distribution Team – consists of members of DECA and FCCLA from Hernando High School. Duties include sorting and filling orders. Operations/Distribution Manager –Duties include receiving online orders and payments; coordinating with farmers, harvest team and assembly team; delivery of orders to pick up locations; marketing. 2.3 Legal Structure Hernando Grub Hub is a non-profit venture operating through Hernando High School DECA and Hernando High School FCCLA. MARKETING ANALYSIS 3.1 Customers How are you going to get customers to come to you and stay with you? 3.2 Competitors Who are your major competitors? DIRECT AND INDIRECT
Your competitors [How do you rate against your competitors? How can your business improve on what they offer?] Competitor details [List at least 5 competitors in the table below.] date Size Market share (%) Value to customers Strengths Weaknesses name] [When were they [Number of staff and/or of market [Unique value to customers. E.g. quality, price or service?] [What are your competitor's main strengths?] [What are your competitor's main weaknesses?] name] [When were they [Number of staff and/or of market [Unique value to customers. E.g. quality, price or service?] [What are your competitor's main strengths?] [What are your competitor's main weaknesses?] name] [When were they [Number of and/or of market share] [Unique value to customers. E.g. quality, price or service?] [What are your competitor's main strengths?] [What are your competitor's main weaknesses?] name] [When were they [Number of staff and/or of market share] [Unique value to customers. E.g. quality, price or service?] [What are your competitor's main strengths?] [What are your competitor's main weaknesses?] name] [When were they [Number of staff and/or of market [Unique to customers. E.g. quality, price or service?] [What are your competitor's main strengths?] [What are your competitor's main weaknesses?]
[e.g. Shopfront, internet, direct mail, export or wholesale] [List all the sold via this channel] [What percentage of overall sales do you expect to sell via this channel?] [What advantages are there of using this channel for these products?] [What challenges do you expect to face this channel? How will you overcome them?] [e.g. Shopfront, internet, direct mail, export or wholesale] [List all the sold via this channel] [What percentage of overall sales do you expect to sell via this channel?] [What advantages are there of using this channel for these products?] [What challenges do you expect to face using this channel? How will you overcome them?] [e.g. Shopfront, internet, direct mail, export or wholesale] [List all the sold via this channel] [What percentage of overall do you expect to sell via this channel?] [What advantages are there of using this channel for these products?] [What challenges do you expect to face using this channel? How will you overcome them?]
Figure 4-3 Competitive Strengths and Weaknesses – Positioning to win Company Strengths Weaknesses We Win/We Lose ∙ Win When: Flexible Lose When: Size of ∙ ∙ ∙ Win when: Stong Lose When: Strong auditing required ∙ ∙ Win when: Full solution ops Lose When: Only Win when: ∙ . Lose When: Concerns about Company size Sales and Marketing Summary description of go to market strategy as intro Go to Market Strategy Description… Figure 5-1 Go to Market (graphic representation) Customer value proposition by focus market segment . Company Development and Demand Generation Marketing Approach and activities Description Figure 5-2 Marketing Roadmap summary This is an example of an exhibit: Organization Phase Sales i. Marketing
22 Sourcing finance Total borrowing requirement for the business 23 Managing financial (such as, sales are less than forecasted or start-up finance takes three months longer to obtain) The risks that you have identified for your financial forecast are: How you will minimise their impact: You can also .
Implement a strategy to raise the status of apprenticeships and traineeships including promotion as a valued career choice for both males and females. This should be led by the Australian Government, in consultation with state and territory governments, industry bodies and unions. The National Custodian, when established will lead the ongoing effort to raise the status of apprentices and trainees. Business SA is not prepared to comment on the role of the National Custodian in this arena without greater detail around what such a body would look like. Business SA does support this recommendation in development of the ACCI One Stop Shop Model of apprenticeship support. This model will enhance the opportunities to engage with industry directly on career information, positive promotion along with enhancing the status of apprentices and trainees. Recommendation 12 Promote a culture of competency based progression in apprenticeships and traineeships, in partnership with industry bodies and employers. Additionally, a greater acceptance and achievement of competency based wage and training progression should be supported by all stakeholders. Industry driven competency based wage and training progression is supported by Business SA, reiterating the real need for industry to be involved in the development of such a reform model. When considering all of the permutations involved in the apprenticeship system there cannot be a one size fits all approach. Development must ensure quality of training integrity and competency is maintained to industry standards, once again with full industry involvement. Recommendation 13 Improve the implementation of Recognition of Prior Learning and Recognition of Current Competence and support provisions for such recognition in modern awards to ensure that flexibility and mobility are supported. Business SA has highlighted its support of a quality industry driven competency system. Recognition of Learning and Current Competences is supported however Industrial Relations matters are separate issues and must be addressed accordingly. Recommendation 14 Support a review of apprenticeship and traineeship provisions, wages and conditions by Fair Work Australia, considering:
Appendix Start-Up Expenses Business Licenses 500,000 Incorporation Expenses 300,000 Deposits 9,000,000 Bank Account 1,000,000 Rent 500,000 Interior Modifications 300,000 Equipment/Machinery Required: Delivery van 1,500,000 Tools and Equipment’s 1,000,000 Total Equipment/Machinery 2,500,000 Insurance 500,000 Stationery/Business Cards 200,000 Brochures 200,000 Pre-Opening Advertising 1,000,000 Opening Inventory 1,000,000 Personnel cost prior to opening. 300,000 I 17,300,000
BUS6021 Promotion Management 3 O BUS6022 Marketing Institution 3 X BUS6023 International Marketing 3 X BUS7009 Marketing Management 3 X BUS7010 Marketing Case Study 3 X BUS7011 Seminar in Marketing 3 X BUS7024 Service Marketing Management 3 X BUS7025 Product Management 3 X Management Information Systems BUS6040 Management Information System 3 X BUS6041 Database 3 X BUS6042 e-Business 3 X BUS6043 Information Systems Analysis and Design 3 X BUS6044 Knowledge Management 3 O BUS6045 Supply Chain Management 3 X BUS6046 Web Information System 3 X BUS7015 Information Resource Management 3 X BUS7016 Process Management 3 O BUS7018 Service Management for Customer 3 X BUS7023 Marketing Information Management 3 X Operations Management & Management Science BUS6024 Special Topics in Operations Management 3 X BUS6025 Special Topics in Service Operations Management 3 X BUS6026 Management of Technology 3 X BUS6027 Production Planning and Inventory Management 3 X BUS6028 Operations Strategy 3 X BUS6029 Special Topics in Quality Management 3 X BUS6030 Supply Chain Management and Strategy 3 X BUS6031 Corporate Innovation Strategy 3 X BUS7012 Operations Information System 3 X BUS7014 Seminar in Operations Management 3 X BUS7013 Corporate Sustainability Strategy 3 X BUS6032 Analysis on of Management Science 3 X BUS6033 Special Topics in Management Science 3 X BUS6034 Business Decision Theory Ⅰ 3 X BUS6035 Business Decision Theory Ⅱ 3 X BUS6036 Case Study on Management Science 3 X BUS6037 Analysis on Stochastic Model 3 X BUS6038 Advanced Management Science 3 X BUS6039 Seminar on Management Science 3 X