Number of words required: 950

Resources: Pull the financial statements of 3 companies in the industry that you are interested in entering. Try to find companies that are pursuing different strategies.

· Examine Purina's business models and see if you can identify the drivers that they are influencing to achieve their strategy.

· Explain what you learned about Purina's revenue model, cost model, product mix, distribution channels, partners, target customers, and value proposition.

· Examine Blue's business models and see if you can identify the drivers that they are in?uencing to achieve their strategy.

· Explain what you learned about Blue's revenue model, cost model, product mix, distribution channels, partners, target customers, and value proposition.

· Explain what useful new elements you can incorporate into your business model.

· Discuss how these elements tie to your strategy.

Note: The companies mentioned above are dog's food.

1. Describe each of the above with a Journal entry Include the date

2.Prepare T-accounts for the accounts above and post all transactions for April

3.Create the Trial Balance

4.What is the Net Income for the Month

Company: Citigroup

Company analysis:

1)Full company name; home office (city, state, country); name of CEO and name of President or indicate if same; stock symbol; stock exchange where stock is traded; closing stock price as of the Friday before the date the project is due.

2)History of the company. Where was the company founded and who was/were the founders? Indicate any major events in the company’s history like mergers or acquisitions?

3)What primary industry does this company compete in and who are their major competitors. Is there any public economic data that indicates their overall competitive position?

4)What is the enterprise level strategy (mission/vision/values). What does the company stand for? Substantiate this, if you can, with research and citations. What is their “Brand Promise”?

5)Corporate level strategy. What is this strategy and if there are portfolio businesses, name the top three held by this company?

1. purchased on sept 1 a one year insurance policy for 1,200

2. provided services to customers during sept and recieved $30,000 cash

Using the equation, write what category (ie cash, A/R, etc) is increased, decreased or no effect for these sections:

Assets=Liabilities+Stockholder's Equity

2nd part//////

using the same formula, assets=liabilities+stockholder's equity, the company needs to record the following ADJUSTING transactions to update their records AT THE END OF THE MONTH

1. the company did a pysical count of suplies and deteremined 1k of supplies are still on hand. record the use of supplies.

2. te company provided services of 1,000 to the customer paid in advance (previously, they recieved a 5,000 cash advance from a customer for services not yet received which resulted cash +5000, unearned revenue +5000)

3. depreciation expense on equipment of $500 needs to be recorded.

4. record insurance expense for the month of october.

5. record accural of interest expense on note payable for the month of october.

Questions 6, and 7 refer to the following information:

At the end of the year, a company offered to buy 4,740 units of a product from X Company for a special price of $11.00 each instead of the company's regular price of $18.00 each. The following information relates to the 65,000 units of the product that X Company made and sold to its regular customers during the year:

Fixed cost of goods sold for the year were $124,150, and fixed period costs were $68,250. Variable period costs include selling commissions equal to 3% of revenue.

6. Profit on the special order is

7. Assume the following two changes for the special order: 1) variable cost of goods sold will decrease by $0.73 per unit, and 2) there will be no selling commissions. What would be the effect of these two changes on the special order profit?

PLEASE ANSWER BOTH

#6 = NOT 20,856

#7 = NOT 5024

A company had a steady revenue of $77,791. They expects revenue to decrease by $8,783 over the next 4 years. What is the total expected revenue worth right now if the company's MARR is 2%?

What is risk and revenue management? How to analyze risk and revenue management of a company by looking into the company financial report?

DULT : Génie Electrique et Informatique Industrielle Introduction to Finance (ITF) Assignment No 1 David Denton set up in business as a plumber a year ago, and he has asked you to act as his accountant. His instructions to you are in the form of the following letter: Dear Henry, I was pleased when you agreed to act as my accountant and look forward to your first visit to check my records. Your proposed fee of £250 per year is acceptable. I regret that the paperwork for the work done during the year is incomplete. I started my business on 1 January 2005, and put £6500 into a business bank account on that date. I brought my van into the firm at that time, and reckon that it was worth £3600 then. I have drawn £90 per week from the business bank account during the year. In my trade it is difficult to take a holiday, but my wife managed to get away for a while. The travel agent’s bill for £280 was paid out of the business account. I bought the lease of the yard and office for £6500 on 1 April. I borrowed £4000 on that day from Aunt Jane to help pay for the lease. I have agreed to pay her 10% interest per annum, but have been too busy to do anything about this yet. I was lucky enough to meet Miss Prism shortly before I set up on my own, and she has worked for me as an office organizer right from the start. She is paid a salary of £3000 per year. All the bills for the year have been carefully preserved in a tool box, and we analysed them last week. The materials I have bought cost me £9600, but I reckon there was £580 worth left in the yard on 31 December. I have not yet paid for them all, I think we owed £714 to the suppliers on 31 December. I was surprised to see that I had spent £4800 on plumbing equipment, but it should last me five years or so. Electricity bills received up to 30 September came to £1122, but motor expenses were £912, and general expenses £1349 for the year. The insurance premium for the year up to 31 March 2006 was £800. Miss Prism sent out bills to my customers for work done, but some of them are very slow to pay. Altogether the charges made were £29863, but only £25613 had been received by 31 December. Miss Prism thinks that 10% of the remaining bills are not likely to be paid. Other customers for jobs too small to bill have paid £3418 in cash for work done, but I only managed to bank £2600 of this money. I used £400 of the difference to pay the family’s grocery bills, and Miss Prism used the rest for further general expenses, except for £123 which was left over in a drawer in the office on 31 December. Kind regards, Yours sincerely, David. You are required to draw up a Profit and Loss Account for the year ended 31 December 2005, and a Balance Sheet as at that date.

Could you show calculations for only general expenses???????

How E-bay failed in China? Sep 12, 2010 By Helen H.Wang and China Tracker This weekend, eBay’s CEO John Donahoe shared the stage with Alibaba’s maverick founder Jack Ma at his annual Alifest conference in Hangzhou, China. Gady Epstein, Forbes Beijing bureau chief, has an intriguing blog post about how Donahoe wished a happy birthday to Jack Ma who not only defeated eBay in China, but also “encroaches on eBay’s home turf.” Since Epstein referenced my recounting of the eBay-Alibaba battle, I thought it might serve readers well to provide an excerpt here from my book The Chinese Dream: In 2004, eBay had just entered China and was planning to dominate the China market. Alibaba was a local Chinese company that helped small- and medium-sized enterprises conducting business online. Most people in the West had barely heard about it. When eBay entered the China market, Jack Ma, founder and CEO of Alibaba, was alarmed that “someday, eBay would come in our direction.” He knew too well that there was no clear distinction between small businesses and individual consumers in China. As a defensive strategy, Ma decided to launch a competing consumer-to-consumer (C2C) auction site, not to make money, but to fend off eBay from taking away Alibaba’s customers. A new Web site named Taobao—meaning “digging for treasure”—was launched free of charge for individuals buying and selling virtually any consumer goods, from cosmetics to electronic parts. In 2004, I visited Alibaba at its headquarters in Hangzhou. It is located on a campus of three ten-story buildings in the northeastern part of Hangzhou, about a ten-minute taxi drive from West Lake. In the lobby, a flat panel TV was streaming video clips of Jack Ma speaking at various public events where his admirers, most of them in their twenties, were cheering him like a rock star. While visiting Alibaba’s headquarters in Hangzhou, I felt the same “insanely great” energy of entrepreneurship as I felt in Silicon Valley. When I asked a senior manager at Alibaba whether the company was worried that it would be bought by eBay, I was blown away by the answer: “We will buy eBay!” EBay, on the other hand, began its most aggressive campaigns to dominate the market and thwart competitors. Soon after Taobao was launched, eBay signed exclusive advertising rights with major portals Sina, Sohu, and Netease with the intention of blocking advertisements from Taobao. In addition, eBay injected another $100 million to build its China operation, now renamed “eBay EachNet,” and was spreading its ads on buses, subway platforms, and everywhere else. Ma fought back cleverly. Knowing that most small business people would rather watch TV than log on to the Internet, Ma secured advertisements for Taobao on major TV channels. In 2004, one could easily feel the heat of fierce competition between eBay EachNet and Taobao. When I was taking a taxi in Shanghai, I noticed the ads of eBay EachNet on the back of the driver’s seat; when I checked into my hotel, I heard the ads for Taobao popping up on TV almost every half hour. Since its name means “digging for treasure” in Chinese, it attracted a lot of attention by a smart play on words. While most people in the West had never heard of Taobao, its name was heard loud and strong in China. Nevertheless, most industry observers were suspicious about Taobao’s future, particularly its sustainability. Unlike eBay EachNet, which charged its sellers for listing and transaction fees, Taobao was free to use. Neither Ma nor any members from the management team gave a definite timeline as to how long this “free period” was going to last. “Free is not a business model,” the doubters said. Some thought Ma was crazy and nicknamed him “Crazy Ma.” No doubt Crazy Ma was changing the game. Taobao got a quick start with its free listings and continued to gain momentum as more and more users switched from eBay EachNet to Taobao. According to a Morgan Stanley report, Taobao was more customer focused and user friendly than eBay EachNet. With most users not sophisticated about auctions, the majority of Taobao’s listings were for sales. Only 10 percent of its listings were for auctions, while eBay EachNet had about 40 percent of its listings for auctions. Taobao had also better terms for its customers: it offered longer listing periods (fourteen days) and let customers extend for one more period automatically. EBay EachNet did not have this flexibility. Taobao’s listings appeared to be more customer-centric while eBay EachNet’s listings more product-centric. For example, Taobao’s listings were organized into several categories, such as “Men,” “Women,” and so on, while eBay EachNet stuck to its global platform, grouping users into “Buyers” and “Sellers.” At that time, China had about three hundred million cell phone users versus ninety million Internet users. Taobao offered instant messaging and voice mail to mobile phones for buyers and sellers because Chinese users were cell-phone savvy rather than computer savvy. It was clear that Taobao had an upper hand against its global counterpart because it really understood Chinese customers. As a result, Taobao had higher customer satisfaction than eBay EachNet. According to iResearch, a Beijing-based research firm, the user satisfaction level was 77 percent for Taobao versus 62 percent for eBay EachNet. The experience of competing with eBay gave Ma tremendous confidence. He was determined to win: “eBay may be a shark in the ocean, but I am a crocodile in the Yangtze River. If we fight in the ocean, we lose—but if we fight in the river, we win.” By March 2006, Taobao had outpaced eBay EachNet and became the leader in China’s consumer-to-consumer (C2C) market, with 67 percent market share in terms of users, while eBay EachNet had only 29 percent market share. “The competition is over,” Ma exclaimed. “It’s time to claim the battlefield.” On December 20, 2006, Meg Whitman, eBay's then CEO, flew to Shanghai to take part in a press conference to announce a new joint venture with Beijing-based Internet portal Tom Online, which provides wireless value-added multimedia services. It was, in reality, a formal announcement of eBay’s withdrawal from the online auction market in China. EBay shut down its China site, eBay EachNet, and took a back seat to a company with only $173 million in revenue and no experience in the online auction business. Jack Ma represents a new generation of savvy Chinese competitors who should not be underestimated. They study their markets and bring to bear their local knowledge. They learn from their competition and from their own mistakes as they move up the competitive landscape. The case of Alibaba provides an invaluable lesson for multinationals to succeed in China market: First, eBay failed to recognize that the Chinese market and the business environment are very different from that of the West. EBay sent a German manager to lead the China operation and brought in a chief technology officer from the United States. Neither one spoke Chinese or understood the local market. It was eBay’s biggest mistake. Second, because the top management team didn’t understand the local market, they spent a lot of money doing the wrong things, such as advertising on the Internet in a country where small businesses didn’t use the Internet. The fact that eBay had a strong brand in the United States didn’t mean it would be a strong brand in China. Third, rather than adapt products and services to local customers, eBay stuck to its “global platform,” which again did not fit local customers’ tastes and preferences.

Retrieved from: https://www.forbes.com/sites/china/2010/09/12/how-ebay-failed-in-china/#b53cbc35d57a

Question 1:

a) To enter the Chinese market, Ebay spent a lot on advertising yet it failed. What was the problem with their advertising strategy?

b) At its start, what strategy helped Taobao gain more customers than ebay?

c) Certainly, entering a foreign market with a large capital is important, but does it guarantee success?

d) Many other foreign companies failed in China although they were successful in their home countries. Amazon’s failure in China is a very recent example. What are the reasons behind their failure?

e) What are your recommendations for businesses wanting to enter the Chinese market?

Question 6 Every month 27% of the unemployed find a job and 3% of the employed are seperated from their jobs. If the current unemployment rate is 10%, do you expect the unemployment rate to

a. decrease

b. stay the same

c. cannot be determined

d. increase

Question 7 When the real wage is above the level that equates labor supply to labor demand, then the quantity of labor supplied

a. depends on the nominal wage

b. is smaller than the quantity of labor demanded

c. is equal to the quality of labor demanded

d. is greater than the quantity of labor demanded

Question 8 The minimum wage is raised and, at the same time, many government employment agencies are opened across the country. Which of the following are the most likely effects?

a. An increase in frictional unemployment and an increase in structural unemployment

b. An increase in frictional unemployment and a decrease in structural unemployment

c. A decrease in frictional unemployment and an increase in structural unemployment

d. A decrease in frictional unemployment and a decrease in structural unemployment

Question 9 Which of the following is mosy likely to occur as a result of an increase in the minimum wage?

a. some investment bankers lose their job because of the decrease in labor demand

b. university professors see their wages rise

c. cashiers at grocery stores are replaced by automatic cashier machines

d. lawyers see their wages fall

Question 10 According to efficiency wage theory, higher wages paid by firms Do Not lead to

a. structural unemployment

b. wages above their equilibrium level

c. lower firm profits

d. increased worker productivity