Financial Analysis of Genivar Engineering Essay

Financial Analysis of Genivar Engineering - Essay Example The net earnings and comprehensive income for the year was recorded at $25.8 million, an increase of 68.8%. Genivar serves several market segments and generates revenues from building, municipal infrastructure, transportation, industrial, power and environment segments. The building segment recorded revenues of approximately $109 million or around 28% of the company's total revenues. The municipal infrastructure recorded revenues of approximately $109 million or around 28% of the total revenues. The transportation segment recorded revenues of approximately $85 million or around 22% of the total revenues. The industrial and power sector recorded revenues of approximately $58 million or around 15% of the total revenues. The environment segment recorded revenues of approximately $27 million or around 7% of the total revenues. Genivar has increased its profitability in FY2008. The gross profit margin of the company is 41.8% of the total revenues in 2008 as compared to 39.1% in 2007 and 37.3% in 2006. The gross profit margin reflects the percentage of sales dollars that is available to pay for fixed costs of the company and to add for profit. The net profit margin is 6.7% of the total revenues in 2008 as compared to 5.9% in 2007 and 5.8% in 2006. ... The return on equity of Genivar is at 14.2% of the total shareholders' equity in 2008 as compared to 5.9% in 2007 and 2.8% in 2006. This reflects that the company has increased its efficiency in terms with how the company employs its capital from shareholders' equity. It shows that how much the shareholders gets or return of their investments. The company's return on assets is at 6.0% of the total assets in 2008 as compared to 5.9% in 2007 and 2.5% in 2006. This showed that the company earned 6.0 cents on each dollar tied up in the business. It reflects that the company has increased its efficiency in how they allocate and manages its resources. Liquidity Genivar has experienced a decrease in liquidity in 2008. The current ratio of the company is at 1.47 times in 2008 as compared to 1.8 times in 2007 and 1.53 times in 2006. The quick ratio of the company is 1.07 times in 2008 as compared to 1.36 times in 2007 and 1.16 times in 2006. This is due to a 26.3% increase in total current liabilities for 2008 as compared to 2007. This means that Genivar has difficulty of reducing its current assets for cash in order to meet maturing obligations. The company relies instead on operating income and outside financing in order to stay liquid. The collection period has slightly increased in 2008 at 109 days as compared to 106 days in 2007. However, the company has decreased its collection period from 2006 which is at 171 days. This showed that in 2007 and 2008, Genivar has fairly managed its accounts receivables for the past three years. The collection period is comparable to industry standards of similar industries. Solvency Genivar is relatively solvent for the past three years. This shows that the

A Forecast Of Ted Rallley's Company Auto Sales Assignment - 2

A Forecast of Ted Rallley's Company Auto Sales - Assignment Example It also indicates that additive holt-winter model is the second best model in forecasting the auto sales parts of Ted Rallleys company. As the economy change keeps on declining, every play of the economy grows experience the falling trend. The automotive industry depended much on the economic boom. This decline in the economic growth has a negative effect on the automotive industry (Bruns, W. J., & Waterhouse, J. H.,1975). The distributors of the automotive parts have continued to experience heavy losses. And capacity caused by cuts caused by the automakers. The distributors are also facing costly energy and material constraints. It has been raised by the economic analysis that the automotive industry that used to raise over $72 billion has been of the pathetic point since the county has set it on the chapter 11 law of protection. There will be an increasing rise in the number of bankruptcies. A lot of challenges is faced by the distributors of the USA since it very difficult to penetrate the supply chain marker as the chains were established long ago with home marketers. With the economy continuously deteriorating e veryone seems to be getting hurt financially, even the automotive industry, which has to deepen the economic recession. Automotive part suppliers continued to experience heavy debt and overcapacity caused by production cuts by automakers, specifically including the big 3 (Ford Motor Company, General Motors, and Chrysler).

Daimler Chrysler Customer Service Review

Daimler Chrysler Customer Service Review How Effective Customer Services  Are Provided at DaimlerChrysler Customer Service We have all heard, demanded, used and complained about customer service at some point in our lives as consumers. And depending upon what the issue was, the term ‘customer service’ differed based upon whatever it was we received, did not received, or thought we should have received. The preceding is exactly the point. Customer service seemingly differs depending upon the industry as well as the segment within the particular company that the public deals with. And while the corporations we deal with are huge organizations, our conception of customer service comes down to those individuals within the company with whom we come in contact, as well as those we do not. Blacharski (2006, p. 17) in his book â€Å"Superior Customer Service: How to Keep Customers Racing Back to Your Business – Time Tested Examples from Leading Companies â€Å" tells us that â€Å"Customer service is not just the responsibility of the service center or call center †¦Ã¢â‚¬ , it represents â€Å"†¦ a comprehensive, integrated strategy that involves every single area of the company†. In today’s highly competitive environment, customers have the information as well as option to pick and choose from any number of competing products which aside from elements of style, manufacturing processes and some features, are basically highly similar. Lilien’s (1974, pp. 279-285) examination of why consumers buy as contained in his work â€Å"An Application of a Modified Linear Learning Model of Buyer Behavior† found that consumer learn on a continual basis of the quality as well as characteristics of the brands they purchased, as well as those of friends and associates. And therein lies the point, a brand represents a certain image it conveys, and we expect that image to deliver in real terms when and after we purchase. Mention a brand, is if the company has successfully cultivated its image, that brand will conjure up certain thoughts and a stance regarding the company in our minds. Mention Microsoft, Coca-Cola, IBM, BMW or DaimlerChrysler and you probably form some sort of opinion or image just from hearing the names, either from personal experience, those of associates, friends or the company’s advertising and or market reputation . The preceding companies are recognized as the top most respected companies according to surveys and studies by the Financial Times PriceWaterhouse Coopers in 2005 (FinFacts Ireland, 2005). The foregoing is integral to what is termed branding, as well as customer service, as these images or expectations are what we are lead to believe we are buying, in addition to the actual product, the company behind it! The foregoing leads us to an examination of how effective customer service is provided, utilizing DaimlerChrysler as the example, compared against the next best or best company in this area in the automotive industry. We will look at what makes these companies revered, and why, and how they stack up against the industry as well as each other. In order to equate customer service as it applies to the automotive industry, we will need a standard of measurement as well as some baseline areas from which to make an assessment. To do so, we will utilize the ranking and rating system employed by JD Power and Associates (2006a) who are recognized as the foremost independent authority in this area. According to the JD Power and Associates ‘2006 Customer Service Index (CSI) Study’ in the United States conducted among â€Å"†¦ 79,580 owners and lessees of 2003 to 2005 model year †¦Ã¢â‚¬  (JD Power and Associates, 2006b) automobiles. Lexus, a Toyota Motor Corporation (Wikipedia, 2006) ranked as the number one company in customer service with a ‘Customer Service Index Ranking’ of 912 out of a possible 1,000, with Mercedes ranked at number 22 with a ranking of 872 (JD Power and Associates, 2006b). Surprised? This means that there are 21 companies rated ahead of Mercedes in terms of customer service satisfaction, yet mention Mercedes and it still conjures up images of superior craftsmanship and quality. So, what exactly were the determining factors in arriving at the preceding rankings and what were the reasons? According to JD Power and Associates, customer satisfaction is the overall experience one has with the dealership, and particularly the service department, whereby they interface with the personnel regarding routine as well as other vehicle service needs during ownership (JD Power and Associates, 2006b). The importance of the preceding is that those customers who are satisfied with service as well as their experience with the dealership, which represents their point of contact with the automobile company, will be likely to not only return for service, they will likely purchase their next vehicle from the company as well. And the preceding 22nd ranking has not been lost on the executives at Mercedes. The company has announced they are focusing upon a new image that â€Å"†¦ emphasizes service †¦Ã¢â‚¬  (Crain Communications, Inc., 2006), with the label for this new direction termed as â€Å"Appreciation†. The foundational pillars of Mercedes strategy are centered upon service, value, comfort and safety in a push to win back buyers who have been put off by a decline in quality, the centerpieces of success which Lexus has focused on. The company’s group vice president, Bob Carter, stated that the goal of Lexus â€Å"†¦ is to deliver 100% customer satisfaction† (PR News Today, 2006). To understand the success of Lexus, and the repositioning of Mercedes, one needs to understand that customer service means (Carlaw and Deming, 1998, p. 4): â€Å" Doing ordinary things extraordinarily well. Going beyond what’s expected. Adding value and integrity to every interaction. Being at your best with every customer. Discovering new ways to delight those you serve. Surprising yourself with how much you can do. Taking care of the customer like you would take care of your grandmother.† Introduced as an automotive brand seventeen years ago (1989), Lexus has captured the number one spot in this category eleven times (PR News Today, 2006). Effective customer service is not what the company thinks it is, it is what the customer thinks it is, and this is the important distinction in understanding effective customer service. The measurements entailing the rating of customer service include (USA Today, 2004): obtaining a service appointment at a convenient time, having the maintenance and or repair work performed correctly the first time the quality of work performed user friendliness pertaining to the service the overall customer service experience fairness of charges for service and repairs speed in completing the service appointment A big aspect of customer service rankings lies in the initial vehicle quality, meaning the improved quality of new vehicles thus necessitating the need for repair visits (USA Today, 2004). The preceding aspects represents one of the most important facets in garnering high levels of customer service satisfaction in that the lower the need for the customer to contact the company regarding things that need fixing, the higher their satisfaction will thus be. The foregoing has been consistently mentioned in customer service rating comments regarding the surveys conducted by JD Power and Associates which stated that brands have moved up in their customer service rating through â€Å"†¦ improving the quality of new vehicles †¦Ã¢â‚¬  with this aspect thus resulting in â€Å"†¦ fewer repair visits† (USA Today, 2004). With this in mind, along with the other customer service points, lets look at the reasons behind Lexus high rated performance versus Mercedes 2006 Vehicle Brand Ratings 5 Star Rating Points (With 5 representing the highest) (JD Power and Associates, 2006c) The preceding, as pointed out by JD Power and Associates provides a strong correlation between the high customer service ratings achieved by Lexus, and the lag Mercedes has felt in this quarter, and the resulting lower customer service satisfaction scores. Conclusion As stating in the beginning of this presentation, consumer perceptions regarding the aspects of customer service varying according to what they individually find and deem as important to them. A long wait on the telephone, a missed service appointment call back, an out of stock part, an automotive rattle, a mechanical breakdown, warranty areas for areas that might be borderline in terms of coverage are all facets that figure into the broad world of customer service. Thus, an automotive manufacturer’s best defense against all of these variables is the building of a quality product that results in fewer potential problem areas for their customers. This has been the approach of Lexus, Lincoln BMW and other brands, and now this mantra has been taken up by Mercedes as well. And while the best customer service is a result of not needing to contact the company at all, as a result of a worry and defect free product, the fact is that taking care of customer needs in every contact represents the opportunity to build upon their purchase experience and gain their loyalty. Mercedes has this lesson to build upon. Bibliography Blacharski. D. (2006) Superior Customer Service: How to Keep Customers Racing Back to Your Business – Time Tested Examples from Leading Companies. Atlantic Publishing Company. ISBN: 0910627525 Crain Communications, Inc. (2006) Mercedes’ new image emphasizes service; Sporty is downplayed, brand focus returns to value, comfort, safety. Retrieved on 20 October 2006 from http://www.accessmylibrary.com/comsite5/bin/pdinventory.pl?pdlanding=1referid=2930purchase_type=ITMitem_id=0286-15953710 FinFacts Ireland (2005) World’s Most Respected Companies 2005. Retrieved on 20 October 2006 from http://www.finfacts.com/biz10/worldsmostrespectedcompanies.htm JD Power and Associates (2006a) Autos. Retrieved on 20 October 2006 from http://www.jdpower.com/autos JD Power and Associates (2006c) JD Power Consumer Center. Retrieved on October 21 2006 from http://www.jdpower.com/autos/brand-ratings/ JD Power and Associates (2006b) Lexus Ranks Highest in Customer Satisfaction with Dealer Service. Retrieved on 20 October 2006 from http://www.jdpower.com/corporate/news/releases/pressrelease.asp?ID=2006119 Lilien, G. (1974) An Application of a Modified Linear Learning Model of Buyer Behavior. Vol. 11. August 1974. Journal of Marketing Research PR News Today (2006) Lexus Reclaims Top Spot in JD Power and Associates Customer Service Index Study. Retrieved on 20 October 2006 from http://www.prnewstoday.com/release.htm?cat=autodat=20060720rl=LATH10120072006-1 USA Today (2004) Lincoln owners rate service best. Retrieved on October 20 2006 from http://www.usatoday.com/money/autos/2004-07-20-dealer_x.htm Wikipedia (2006) Toyota Motor Corporation. Retrieved on October 20 2006 from http://en.wikipedia.org/wiki/Toyota_Motor_Corporation

William McKinley Essay -- essays research papers

William McKinley 25th President of the United States. William McKinley was born on January 29, 1843 in Niles, Ohio, a town of about 300 people. He was the 7th child born to William and Nancy Alison McKinley His family moved to Poland, Ohio when he was nine years old so that the children could go to a private school called the Poland Academy. In school William liked to read, debate, and he was the president of the school’s first debate club. When he was 16 he went to Allegheny College in Meadville, Pennsylvania, for a while before he got sick and had to return home .he did not go back to Meadville, because the family had no money. Instead, he worked as a postal clerk for awhile. When the Civil War started on April 12, 1861, he taught at Kerr School near Poland, Ohio. He and a cousin, Will Osbourne enlisted as privates in the 23rd regiment, Ohio Volunteer Infantry, which was under the command of Rutherford B. Hayes, the future U.S. president, Because of this acts of bravery, he was promoted to the rank of second lieutenant. By the time the war was over he had attained the rank of brevet major. William went back to Poland, Ohio where he studied law with Judge Charles Glidden. In 1866 he went to law school in Albany, New York, but he did not graduate. In 1867 he was admitted to the bar in Warren, Ohio. He moved to Canton, Ohio where two of his sisters were schoolteachers and he got a job working for Judge George Belden. Belden was so busy with cases that he offered one to McKinley. McKinley won the case and so impressed the judge that he was paid $25.00 for the case and was given a job. Later, McKinley opened his own law office and got into the politics of the Republican Party. He was elected Prosecuting Attorney of Stark County in 1869. While also doing business at a local bank where he met Ida Saxton, she was the daughter of his boss, and was also the Belle of Canton. They got married in January, 1871 and their first daughter, Katherine, was born on Christmas day. Their second child, Ida, was born in 1873 and died at the age of 4 Â ½ months. That same year, Mrs. McKinley’s mother also died. Two years later, their first daughter, Katie, died of typhoid fever. Mrs. McKinley got sick with depression, phlebitis, and epilepsy, which left her needing constant care. Mr. McKinley was always concerned about her and he was known for his devotion to her. McK... ...he president was waiting for medical aid, he said to his secretary, my wife, be careful, Corte you, how you tell her-oh, be careful. He also told the aide not to let the crowd hurt the assassin. McKinley was rushed to a nearby hospital for emergency surgery. . The president was operated on but they could not find the bullet, so they closed him up and sent him to the home in hope that the president would recover. He started to improve for a couple of days but then he took a turn for the worse and died on September 14th from infection. Doctors had decided not to use Edison’s X-ray machine to find the bullet because they were not sure of what effects it might have had on the president. The president’s body first went to the Buffalo City Hall to be seen by the public for a couple of days, then to Washington D.C. for two days and finally to Canton, Ohio on September 18th where he was buried at Westlawn Cemetery. He was the third president to be assassinated: the others w ere Lincoln and Garfield. The assassin was tried, found guilty, and was electrocuted in Buffalo shortly after the shooting. McKinley’s wife, Ida, returned to Canton where a sister cared for her until her death in 1907.

Mead Johnson Ipo Analisis

Perfil de la Compania Mead Johnson Nutrition. Mead Johnson Nutrition es, segun se describen a si mismos en su pagina web, un lider global en la nutricion de neonatos y ninos. Son mejor conocidos por sus familias de productos Enfamil ® y Enfalac ® de alimentacion infantil, asi como por sus productos regionales Enfagrow ®, Enfapro ®, Enfakid ®, EnfaSchool ®, y Sustagen ® en Asia, y Choco Milk ® y Cal-C-Tose ® en Mexico y America Latina. Sus ventas a 31 de Diciembre, 2007 han sido de aproximadamente $2. billones, destacando los siguientes puntos: Lideres globales en ventas de formula infantil, basado en ventas retail. Lideres en US, basado en el share del mercado estadounidense. Lideres en el mercado asiatico, la region de mayor crecimiento en la industria de la alimentacion pediatrica, en ventas de formula infantil, basado en ventas retail. La venta de la formula infantil represento un 67. 2% y un 69. 4% de las ventas totales en los nueve primeros meses de 2008 y en e l ano 2007 respectivamente. draw:frame} Durante los ultimos anos han lanzado al mercado continuos productos innovadores, por ejemplo: La fabricacion y distribucion se gestiona mediante la cadena de logistica totalmente integrada. Initial Public Offering El 10 de Febrero de 2009, Mead Johnson Nutrition Company anuncio el pricing de su salida a bolsa en $24. 00 por accion. El tamano de la oferta fue incrementado de los iniciales 25 millones de acciones a 30. Segun un comunicado de Bristol Meyers Squibb el dia de salida de la IPO: ‘Con su propia accion publica en trading, Mead Johnson va a ser mucho mas capaz de acelerar su crecimiento. Esta oferta tambien permite a Bristol Meyers Squibb fortalecer su estructura de capital, asi como incrementar el enfoque en el portfolio de negocio de BioPharma, logrando aun otro punto de la estrategia en el negocio de la Sanidad que anunciamos hace poco mas de un ano. Nuestra direccion esta de acuerdo en que esta IPO es una fantastica noticia para los empleados de ambas companias. ’ En lineas generales, los terminos de la Oferta Publica Inicial fueron: Distribucion por subscriptores. Entre los Global Joint Bookrunners y los demas subscriptores, la distribucion de acciones fue la siguiente: {draw:frame} Distribucion Geografica y por Inversor Aunque los datos oficiales no se han hecho publicos, diferentes fuentes nos pueden dar una idea de la evolucion geografica y del reparto por inversores entre tramo institucional y el retailer. En primer lugar observamos que el Greenshoe se ejercio en su totalidad, y que la oferta inicial de 25 millones de acciones fue ampliada con posterioridad a 30 millones, podemos suponer que la demanda institucional fue solida. Sin embargo, sin datos mas solidos todo lo que podemos hacer al respecto es especular. Respecto a la distribucion geografica nos encontramos ante un escenario muy similar. Se sabe por fuentes cercanas a la empresa que el roadshow estuvo repartido entre Estados Unidos (siete dias) y Europa (dos dias), y que sin embargo, segun fuentes del Wall Street Journal (articulo de Heidi N. Moore), casi la mitad de los ingresos vienen del mercado europeo, donde la demanda de titulos fue alta.

Political Control In Han China And Imperial Rome Essay

Han China and Imperial Rome were amazing empires in their own way. Both of these civilizations had ways of maintaining the political control over their people. Han China and Imperial Rome’s method in political control has many differences and similarities, but I believe there are more similarities than differences. Han China’s political control was large. This empire developed a political philosophy called legalism. Legalism advocated clear rules and harsh punishments as means of enforcing the authority of the state. With this new philosophy, Shihuangdi decided to launch a military campaign to reunify China. This empire also believed military force was very important. Han China’s leading figure was an emperor. In their government, religion often took the major role in their society. Han China also had more equality in political control than Imperial Rome. Imperial Rome’s political control was mainly based on social status. For instance wealthy men dominated over women, and poor men. They had a written code of law that offered plebeians (poorer class) protection from abuse. This gave the plebeians an opportunity to shape public policy. Romans took great pride in this, and believed they enjoyed greater freedom than most of their neighbors. They had a rule of law, the rights of citizens, the absences of pretension, upright moral behavior, and keeping ones word. This was later recognized as â€Å"the way of the ancestors.† Once these empires political control were established, they shared many similarities. Both of them worked to unite the empires and create peace among them. They also both believed the gods helped them rule and succeed as an empire. Both of these civilizations also had a custom religion, Christianity in Imperial Rome, and Buddhism in China. Roman and Chinese authorities both had supernatural sanctions to support their rule. Romans began to regard their deceased emperors as gods and made a religious cult. Roman authorities persecuted the refusing Christians that didn’t take part.