Cartwright Lumber Company Case - 1286 Words

Cartwright Lumber Company I. Company Background Situation Cartwright lumber company was located in a suburb of a large city in the Pacific Northwest; its operations were limited to the retail distribution of lumber products in the local area. In 1994, Cartwright Lumber Company was established as a partnership by Mark Cartwright and his brother-in-law Henry Stark. However, in 2001, Cartwright brought out Henry’s interest for $105,000 and incorporated the company. About 55% of the total sales of Cartwright Lumber Company were made in the six months from April through September. There were no sales representative; orders were taken exclusively over telephone. Sales volume had been largely on the basis of successful price competition,†¦show more content†¦1. Profitability Profitability ratios are functions of both the industry and a company’s position within the industry. The boundaries are set by the operating characteristics of the industry, within these boundaries profitability ratios are determined by a player’s relative position. Gross profit margin should stay constant or increase because cost of goods sold should be a constant percentage of sales or should decrease as the company’s price increases and/or volume discounts. Gross profit margin was slightly favorable stable at 28%. The horizontal analysis information showed that sales had been averagely increased by 26% from 2001 to 2003.However the operating cost had been averagely increased by 27%. 2. Assets Management For the assets management, we are looking for receivable turnover, payable turnover, inventory turnover. Turnover ratios measure how many times per year a given resource is consumed. Management’s objective is to stretch out the accounts payable period (low accounts payable turnover) and shorten the periods for accounts receivable and inventory (high accounts receivable and inventory turnover). The average of 2001 to 2003 was 10, 9.2 and 5.1 times respectively. And according to horizontal analysis from 2001 to 2003, the assets and liabilities were keeping increasing. 3. Liquidity Working Capital Current ratio measuresShow MoreRelatedEssay on Cartwright Lumber Company case808 Words   |  4 Pagesbusiness: Cartwright Lumber Company Nature of the business: Retail distribution of lumber products Overview The Cartwright Lumber Company had been found in 1994 as a partnership by Mark Cartwright and his brother-in-law Henry Stark. Later in 2001, Mr. Cartwright bought out Stark’s shares and incorporated the business. Now, Mr. Cartwright is a sole owner and president of the company. The business is located in the Pacific Northwest region and does the retail distribution of lumber products inRead MoreSyllabi2769 Words   |  12 Pagesnewspaper. Course Description: This is an advanced class in the analysis of complex corporate financial issues. It primarily uses case histories of actual corporations facing critical financial decisions that will significantly affect, even determine their futures. The student is expected to perform the following steps for each case: †¢ Review and analyze the case materials; †¢ Identify the prospective financial action and key decision factors and variables; †¢ Rigorously apply the appropriateRead MoreCase Studies Fi4020 Essay2622 Words   |  11 PagesCase Preparation Questions (Note that questions sometimes continue on the next page) Use a spreadsheet program such as Excel for computations for all cases Riley Supply 1. Prepare one indirect cash flow statement (operating-investing-financing) for 2004-2005 and a second one for 2005-2006. Do not aggregate any accounts. 2. Calculate common-size income statement for each year. 3. Calculate all financial ratios (use â€Å"A Basis Set of Financial Ratios†) for each year. You will

Biography of Robert McNamara, Vietnam War Architect

Robert S. McNamara (June 9, 1916–July 6, 2009) was a secretary of the U.S. Department of Defense in the 1960s and the chief architect and most vocal defender of the Vietnam War. He spent his later years as an elder statesman, apologizing for an escalation of the conflict that became known as McNamaras War. He strove to redeem himself by helping the worlds poorest nations. Before his death in 2009, McNamara wrote about the failures that would became his legacy: Looking back, I clearly erred by not forcing — then or later, in Saigon or Washington — a knock-down, drag-out debate over the loose assumptions, unasked questions and thin analyses underlying our military strategy in Vietnam. Fast Facts: Robert McNamara Known For: U.S. Secretary of Defense during the Vietnam WarBorn: June 9, 1916 in San Francisco, CaliforniaDied: July 6, 2009 in Washington, D.C.Parents Names: Robert and Clara Nell McNamaraEducation: University of California at Berkeley, Harvard Business SchoolSpouses Names: Margaret Craig (m. 1940–1981), Diana Masieri Byfield (m. 2004)Childrens Names: Robert, Margaret, Kathleen Early Years and Education Robert Strange McNamara was born on June 9, 1916 to Robert, the son of Irish immigrants, and Clara Nell McNamara. His father managed a shoe company in their hometown of San Francisco. The young McNamara was raised during the Great Depression, an experience that helped shape his liberal political philosophy. Later, he honed this philosophy at the University of California at Berkeley, where he studied economics. Next, he studied business administration at Harvard University, then went on to work for Ford Motor Company. He served as Fords president for a month until being tapped by President John F. Kennedys administration in 1960 to lead the Pentagon. Defending the Vietnam War McNamara was vilified by opponents of the Vietnam War for his seemingly unflinching support of the conflict in public, distorting the reality of the war and misleading the president. He used the statistical analysis techniques he learned at Harvard to try to measure success on the battlefield. According to the Vietnam Center and Archive at Texas Tech University, McNamara switched to using enemy body counts instead of territory or land based objectives to measure the American’s success in the war...[which] led to a war of attrition, a policy of inflicting massive casualties on the enemy. In private, McNamaras doubts about the mission grew along with the body count, and he questioned whether the war was actually winnable. Eventually, he raised such concerns with President Lyndon B. Johnson, with no success. McNamara resigned as secretary of Defense in 1968 following his failed attempt to both negotiate a settlement in the Vietnam War and convince Johnson to freeze troop levels and stop bombings. Clark Clifford, an adviser to Johnson, succeeded McNamara. McNamara went on to become president of the World Bank. Famous Quotes I deeply regret that I did not force a probing debate about whether it would ever be possible to forge a winning military effort on a foundation of political quicksand. It became clear then, and I believe it is clear today, that military force - especially when wielded by an outside power - cannot bring order in a country that cannot govern itself. We burned to death 100,000 Japanese civilians in Tokyo - men, women and children. LeMay recognized that what he was doing would be thought immoral if his side had lost. But what makes it immoral if you lose and not immoral if you win? We of the Kennedy and Johnson administrations acted according to what we thought were the principles and traditions of our country. But we were wrong. We were terribly wrong. You dont ... correct a wrong by apologizing. You can correct a wrong only if you understand how it occurred and you take steps to ensure it wont happen again. Later Career McNamara served as the World Bank president for 12 years. He tripled its loans to developing countries and changed its emphasis from grandiose industrial projects to rural development.After retiring in 1981, McNamara championed the causes of nuclear disarmament and aid for the worlds poorest nations. He fought what he described as the â€Å"absolute poverty — utter degradation† in  Africa, Asia and Latin America. Legacy McNamara died on July 6, 2009, in Washington, D.C. His legacy will forever be intertwined with the Vietnam War and tainted by his loyalty to the presidents he served rather than the American people. The New York Times condemned McNamara in a devastating editorial, writing: â€Å"Mr. McNamara must not escape the lasting moral condemnation of his countrymen. Surely he must in every quiet and prosperous moment hear the ceaseless whispers of those poor boys in the infantry, dying in the tall grass, platoon by platoon, for no purpose. What he took from them cannot be repaid by prime-time apology and stale tears, three decades late.†

North Asian Country A Centralized Country Ruled By...

The Governances’ Transformation Despite the difference in the political system, both countries, initially, was a centralized country ruled by authoritarian government which had full control over the forest resources. Along with the unfair distributed benefit and economic development orientation, the forest resources become heavily abused by the governments and the local forest communities which drastically accelerate the rate of the deforestation (Resosudarmo and Yusuf 2006; Sunderlin and Huynh 2005). Sunderlin and Huynh (2005) claim that Vietnam held the title of the Southeast Asian country with the fastest rate of deforestation within 1976-1990 with average forest cover loss rate at 185,000 hectares per year. The turning point in Vietnam forestry, however, happened in 1992, as the forest coverage at only approximately 20-30 % of total land area, when the government imposed the National Reforestation Program followed by the Log Export Ban (1992) and Forest Land Allocation policy (1994). Thus, this event transform ed the forest resources control to be a more decentralized local empowerment with significant state control (Yasmi et al. 2010). This transformation also experienced by Indonesia as the â€Å"reformation† revolution occurred in 1997, when the East Asian economic crisis wrecked Indonesian economy, which commanded decentralization in Indonesia governance. As the response to this revolution, the Basic Forestry Law (1967) replenished by the Indonesia Forestry Act in 1999Show MoreRelated Comparing the Han Dynasty and the Roman Empire Essay2782 Words   |  12 Pagesâ€Å"citizen† as subjects to the Roman emperor. Both empires shared similar agendas to exploit their vast territories and resources, which helped them expand their political dominance; however, despite having similar political goals and foundations, their government system, cultural ideologies and imperial expansionist natures diverged. Both the Han and Roman empires emphasized on territorial expansions. By utilizing their powerful militaries, they consolidated their power within and across borders, whichRead MoreBusiness Environment of Pre-British India13645 Words   |  55 Pagesunderstand our past. 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Campaign Plan For A Non-Profit Organization - Myassignmenthelp.Com

Question: Discuss about the Campaign Plan For A Non-Profit Organization. Answer: RESEARCH AND ANALYSIS Background Information Since public relations includes correspondence, it impacts and is affected by culture. The crossing point of culture and PR, both at the full scale (societal) and small scale (authoritative, relational) level, has been investigated by various researchers. Utilizing the circuit of culture show as a theoretical and methodological system, this paper analyzes the development of importance and the social setting of a public relations crusade in contemporary Indonesian society and a globalized world. The examination perceives the centrality of culture at the two its neighborhood and worldwide measurements since people are interpretive creatures. It subscribes to the possibility that public relations professionals are conceivably social go-betweens or as middle people amongst makers and customers who effectively make implications by building up a recognizable proof between items or issues and the public (David Amanda, 2005). By anchorage of this work on the circuit of culture display, it takes after the fundamental supposition that partners of public relations battles are occupied with dynamic significance making that is setting particular and is continually changing as it is consulted over the long run. The model-driven calculated examination is gone for refining the social powers that advance or compel key correspondence programs. The learning picked up from the examination will add to the writing in worldwide public relations and all the more particularly in the zone of social ways to deal with public relations. By concentrating on a homegrown philanthropic association in a creating nation, this examination is a humble endeavor to fill a moderately unexplored region in worldwide public relations inquire about, which tends to benefit intense non-administrative associations (NGOs). Since this private non-benefit is flexing to grow internationally, it gives an intriguing contradiction to the standardizing West to East stream of correspondence and social impact (Lucia et al., 2017). Definition of the situation The focal start of the model is the supremacy of power in relations and the meeting of culture, information, and power. The circuit has the accompanying moments where significance is made: portrayal (representation), creation (production), utilization (consumption), personality (identity), and direction (regulation). To give elective pathways to hypothesis working in public relations that 'mirror its extensive variety of genuine applications and social settings and not simply benefit Western, corporate settings,' Manfred Stefanie (2017) said the displaying of the circuit of culture in public relations. Analysis of the situation/issue Gawad Kalinga or GK (to give mind) is a group building, a philanthropic development that began in 1995. GK expects to destroy neediness through volunteerism. From its initial beginnings as an out-of-school youth mediation program managed by a Catholic gathering, GK advanced as a common establishment that facilitates homes and groups in addition to incorporating occupation programs with a mission to 'end neediness for five million families by 2024'. Joining foundation, advancement of capacity, and public-private associations, its program is executed in 2000 groups in Indonesia and additionally in other Asian and African nations. The utilization of the circuit of culture presentation in breaking down Gawad Kalinga uncovers the significance of understanding social esteems in correspondence crusades. While GK began as a nearby group advancement venture by a religious gathering, it formed into a national and worldwide program that demonstrates the interaction of culture, religion, and groups in producing a significant social change in Indonesia. As a common group advancement unit, GK is powered by an enormous armed force of volunteers who are cooperating to realize change and to reestablish the nobility of the poorest of poor people. STRATEGY Goals and Objectives The main goal of Gawad Kalinga is: To end poverty for 5 million families by 2024 Stakeholders The GK Board comprises of a blend of outer trustees and key individuals inside the GK association to have the capacity to bring the broadest scope of mastery in key ranges of GK's operation. They were not quite recently looking for people of uprightness and impact. All the more essentially, they needed GK companions that they had constructed a relationship with, and had broad experience and energy about their foundation to have the capacity to make sound approaches that help and encourage crafted by their overseers. Key messages The utilization of a military talk, for example, 'armed force' or 'war against neediness' with destitution as the deceptive foe summons assurance, solidarity, phlebotomy or forfeit and valor among its huge numbers of partners that incorporate government, organizations, givers, recipients, and volunteers. GK rose up out of the miserable dinginess of one of the greatest ghettos in Metro Manila. Here a Catholic bunch in Indonesia sorted out an adolescent camp that additionally contacted groups of posse individuals to deal with group recovery ventures. The exertion prompted the primary Gawad Kalinga people group. An outline of any risks to the client/organization Fast urbanization in the Philippines created various issues, for example, blockage, contamination, wrongdoing, destitution, natural corruption, and absence of adequate lodging. The nonstop inundation of vagrants from country to urban territories brought about expanding quantities of casual pioneers or squatters ('iskwater' is the disparaging slang utilized locally). In 2004, Indonesia had 1, 408, 492 casual pilgrim family units of which 51.6% live in urban areas. It was the need to give a satisfactory safe house as a way to break the cycle of destitution that brought forth GK. Review of Ethical Dilemmas Ethical difficulties emerge at all levels in a wide range of associationsrevenue driven, not-for-profit, and governmentand include a mind-boggling relationship between singular character and social impacts (Michael et al., 2016). Some of these difficulties can bring about criminal infringement or common obligation: extortion, distortion, and misappropriation of advantages fall into this classification. More typical ethical issues include hazy areasexercises that are on the edges of extortion, or that include irreconcilable circumstances, misallocation of assets, or lacking responsibility and straightforwardness (Mart Gergely, 2017). Proposed Budget The following table is a simplified and summarized budget for the non-profit organization. Current Org. budget Previous FY year budget Revenue Government grants contracts $1,000,000 $900,000 Foundations $200,000 $200,000 Expenses Supplies Equipment $30,000 $22,220 Staff Development $25,000 $20,000 Fundraising fees $15,000 $12,400 Surplus $1,130,000 $1,045,380 IMPLEMENTATION Project Management Non-profit associations have encountered various difficulties. Thin spending plans, persnickety board individuals, volunteer staff that needs to help, yet might not have finish ranges of abilities are only a couple. Non-benefit venture groups should be specific about the undertakings they set out upon, yet still should be composed. According to Philip Inga (2015), non-profit project management challenges include: Picking which activities to perform many task thoughts Giving volunteers enough direction on the most proficient method to play out an undertaking Permitting any venture assets outside the association to get to undertakings and errands Offering administrators and board individuals see into dynamic undertakings in the portfolio Timeframes and Evaluation methods The following figure measures and evaluates the effectiveness of the key messages in a timeframe. January February March April June Initial Review Honest expectations Due date Tracking Scope Check Measuring execution of not-for-profit associations is a troublesome errand. Without a doubt, the issue is not there to assess the gainfulness of money related resources or profitability of a creation line yet to gauge the social estimation of the work done by not-for-profit associations. This social utility cannot be measured at a given time and is impacted by changes in the public eye in the long haul forever. Justification The group dynamics are the social process by which people interact in a group environment. Moreover, it is the influence of personality, power, and behavior on the group process. The group dynamics are also associated with the size, structure, norms, values, and role of the group. Group dynamics affect cohesiveness and performance (Prakash Ricky, 2010). References ke F. Christian G. (2017). Communication-in-use: customer-integrated marketing communication. European Journal of Marketing, 445-463. David P. Amanda B. (2005). Integrated Marketing Communications (Second ed.). England: Pearson Education Limited. Lucia P., Salvador Del B. Philip J. Kitchen. (2017). Measuring integrated marketing communication by taking a broad organizational approach: The firm-wide IMC scale. European Journal of Marketing, 692-718. Manfred B. Stefanie S. (2017). Integrated marketing communication from an instrumental to a customer-centric perspective. European Journal of Marketing, 464-489. Mart O. Gergely N. (2017). Just doing it: theorizing integrated marketing communications (IMC) practices. European Journal of Marketing, 490-510. Michael J. Valos, Fatemeh H. Habibi, Riza C., Carl B. Driesener Vanya L. Maplestone. (2016). Exploring the integration of social media within integrated marketing communication frameworks: Perspectives of services marketers. Marketing Intelligence Planning, 19-40. Philip J. Kitchen Inga B. (2015). Integrated marketing communication: making it work at a strategic level. Journal of Business Strategy, 34-39. Prakash K. Vel Ricky S. (2010). Megamarketing an event using integrated marketing communications: the success story of TMH. Business Strategy Series, 371-382. Robert L. Harrison, Timothy M. Reilly. (2011). Mixed methods designs in marketing research. Qualitative Market Research: An International Journal, 7-26.