Archive for category: Business paper

Description In the business world, it is imperative that each person be able to determine and make recommendations regarding the viability of any purchase, as well as justify the claims made to upper management. Whether the purchase is equipment, stock, or another company, the same techniques and skills are called into play. The Corporate Performance Report will require you to apply pertinent business concepts to the analysis of a chosen company using data from the company’s annual report as well as other sources. Using different business concepts and real-world techniques, you will analyze the strengths and weaknesses of the company and write a report for upper management either recommending or not recommending purchase of the company stock. Just as you would in any business situation, you will be required to revise and improve the pieces of your report as you progress and your final product will be something that could be used in the real business world. The completed report must include the following sections and content. Executive Summary (Completed in Week Five)** Create an Executive Summary for your report that can be used as the first page of the final product to provide general information for upper management Provide a synopsis of your findings, including your recommendations and a rationale for whether or not to purchase stock from this company. Introduction to and Background on the Company (Completed in Week One)** Analyze your chosen company’s current business and financial conditions and create a brief introduction to your company that includes the following. The mission of the company A descriptions of the company’s current business operation, competitors, financial condition General information that explains why the company interesting to you as an analyst. Financial Statement Review (Completed in Week Two)** Evaluate the financial performance of your company by creating a complete financial statement review. Review all three accounting statements and compare each of these statements to previous statements for the past three years. Describe any positive or negative trends that emerge from the accounting statement data and comparisons, providing a detailed explanation of the factors that lead to these trends. Assess potential weaknesses in the financial statements for your company. Market Summary and Value Calculation (Completed in Week Four)** Summarize how your company compares to the overall market based on researched competitive market data. Summarize what 3-5 market analysts are currently saying about the company. Calculate the value of the company’s financial assets by completing ratio analyses for the company for the last three fiscal years within the following bulleted categories. Provide a rationale as to whether each ratio is favorable or signals potential trouble for the company justifying your observations with evidence from the data and your findings. (Note: Your report must include a minimum of 2 ratios from each bulleted category, with a minimum of 10 total analyses. The greater the number of relevant ratio analyses you can provide, the stronger your business case will be to either purchase or not purchase the stock.) Categories for ratio analysis Liquidity Financial leverage Asset management Profitability Market value Financial Returns and Capital Constraints (Completed in Week Three)** Formulate the expected financial returns and associated risks by completing the following calculations. Calculate the Return on Equity (ROE) using the DuPont system. Calculate the Constant Growth Stock Valuation (CGSV) and compare it to the current stock price. Research your company’s industry and evaluate what type(s) of capital constraints your company must consider in order to be competitive in the market. Explain the appropriate financial techniques that would be used in this evaluation. ** Be sure to include any additional revisions based on the feedback you received from your instructor in the weekly mentorship exchanges and Waypoint submitted assignments.

The Assignment Brief asks you to: Submit a written report that (1) reflects on different kinds of teaching experienced in students’ own learning and (2) relating this to the theoretical contexts of the module and critical evaluation of reading and research. The word length is 2500 words, excluding the final reference list. When we here refer to a ‘report’ we want to encourage students to write their assignments in a careful, structured manner, with headings to distinguish different ideas and sections of your ideas. Do reflect on just a few (2-4) kinds of teaching you have experienced. Consider teaching from all settings, formal and informal, and from all phases of your life so far when you are reflecting on the kinds of teaching you have experienced. Use the experiences you have identified as a way in to discussing research, theory and practice in a careful and systematic way. Anchor claims with appropriate references. Ensure your referencing matches the required Newman Harvard format (see the library webpage for a very detailed guide).

Limit description to just as much as necessary and move on to develop a more questioning / critical stance as soon as you can. This is important for higher grades. Think carefully about the structure of your text and the clarity of your writing. The module learning outcomes are: • Understanding the range of values and beliefs that impact upon the organisation of learning and teaching in differing contexts • Evaluating the effects of differing learning and teaching contexts on individual learning. • Analysing how concepts and theories on learning and teaching relate to interpretations in educational practice. • Evaluating a range of literature and other sources to interrogate educational ideas on learning and teaching and how these influence policy and practice. • Developing their own research, critical analysis and writing skills.

After successfully completing Phases I and Phase II, complete your project. Combine your revised Phase I and Phase II information in your Phase III to complete your project. Phase III key areas: Revised Phase I and Phase II information; Strategic Objectives and Goals; Strategies for Achieving objectives and goals; and Implementation. The components of Phase III paper: Revised Information from Phase I, except the summary Company/Corporation/Organization introduction. The general state of the company.

The core competencies of the company. The company’s main competitors. How the Five Forces affect the company. The company’s financial standing. Revised Information from Phase II, except the summary SWOT Analysis Major Stakeholder Analysis Strategic Objectives and Goals List the strategic goals of the company.

List the objectives of the company, and describe how these objectives are different from the goals of the company. Of the goals listed, indicate which ones should be incorporated into your new strategic plan. Strategies for Achieving objectives and goals Describe how the resources of your company will be incorporated into the new strategic plan which you are developing. Explain how the newly developed plan will be communicated throughout the company. Discuss how your company will evaluate the planning process.

Implementation Discuss the plan for executing our newly developed strategic plan. Describe the metrics that will be put in place to evaluate the effectiveness of your strategic plan. Explain expected outcomes from execution of strategic plan. Conclusion Not less than 18 references (ten are already from the two phases)

ACFI2208 UNIT TWO 2017/2018: ASSESSMENT TWO (25% of total module grade) The assignment is to be completed in groups of 2 or 3. Larger groups will not be permitted. The assignment brief and submission guidelines are detailed below. ASSIGNMENT BRIEF ANSWER ALL PARTS A AND B AND C PART A Describe divisional organisational structure and critically analyse the advantages and disadvantages of divisionalisation (use academic papers). Bounce Ltd. is a leading manufacturer and retailer of one type of product, ProdX. It has divided its operations into three divisions, i.e.: – Division A: supply rubber – Division B: compound rubber with chemicals to produce finished rubber – Division C: produce ProdX Division B has offered to buy 65,000 meters of rubber per annum from Division A at a price of £45 per meter. Although the total capacity of the Division A is 135,000 meters per annum, its normal production levels are 118,000 meters per annum. The production costs per meter (under normal production of 118,000 meter) of rubber are as follows: Direct material £17 Direct Labour £13 Variable Overheads £6 Fixed Overheads (i.e. Total Fixed Overheads/118,000) £17 Total £53 Division A has been selling its finished product, i.e. rubber, to outside buyers at £62 per meter. Division B has been buying rubber from outside suppliers at £59 per meter. Required: a) Presuming each divisional manager aims to optimise their division’s financial performance; discuss, with reason(s), whether the manager of Division A will accept a purchase offer of £45 per meter. Calculate the financial implication of accepting or rejecting the offer on Division A. (8 marks) b) Will the internal transfer result in a financial gain or loss for the company? Explain the reason(s) behind this gain or loss.

Calculate the financial implication of the internal transfer on Bounce Ltd. (8 marks) For parts a) and b) please use numerical evidence to justify your answer. c) If Division A has excess capacity show, with reasons, the maximum transfer price Division B would be willing to pay and the minimum transfer price Division A would be willing to accept. (8 marks) d) If Division A loses its excess capacity, will Bounce Ltd. benefit from future internal transfers? (4 marks) 3. Division C of Bounce Ltd. currently purchases a fixed quantity of finished rubber from Division B at a price of £76 per meter. The manager of Division B is considering the prospects of raising the prices of finished rubber from £76 per meter to £90 per meter; a proposal which is strongly opposed by Division C. Division C is able to purchase finished rubber at £80 per meter in the open market. The cost of production per meter in the Division B is as follows:- Direct Material £47 (Includes £44 paid to Division A + other direct material) Direct Labour £15 Variable Overheads £4 Fixed Overhead per meter £12 Total £78 If Division B stopped supplying rubber to Division C, they will be able to save one-fourth of the Fixed Overheads per meter. Currently Division B does not have any alternative use for it spare capacity. Required: a) Calculate the maximum transfer price Division C would be willing to pay and the minimum transfer price Division B would be willing to accept? (8 marks) b) From the perspective of Bounce Ltd., examine whether Division C should purchase steel from Division B or if it should purchase from the open market? (4 marks) [Part A Total 40 Marks] Part B Bounce Ltd. ProdX is sold through two other divisions i.e. North Division and South Division. These two selling divisions are treated as investment centres. Extracts from their financial statements are as follows: north devision south devision sales revenue £1,350,000 £1,600,000 total variable costs (£320,000) (£400,000) total fixed costs (£680,000) (£670,000) operating profits £350,000 £530,000 fixed assets £820,600 £870,000 inventory £85,300 £110,000 trade receivables £146,800 £260,000 total assets £1,052,700 £1,240,000 Required: Calculate Residual Income (RI) and Return on Investment (ROI) for the North division and South division. Briefly comment on the relative performance of the two divisions using the RI and ROI. Especially if the centre manager has responsibility in debt collection. You may assume the notional rate of interest is 10%. (5 marks) Describe the unique features of Residual Income, Return on Investment, Payback, Net Present Value and Internal Rate of Return in measuring financial performance. Critically analyse the strengths and weaknesses of each measure. Comment on the problems that may be involved in comparing divisional performance. Discuss the approaches that can be used to avoid dysfunctional behaviour which is motivated by accounting-based performance targets. (25 marks)