Global Marketing

From modest beginnings 45 years ago in Seattle's Pike Street Market, Starbucks Corporation has become a global marketing phenomenon. Today, Starbucks is the world's leading specialty coffee retailer, with 2019 revenues of $26.51 billion. In the United States, nearly two-thirds of Starbucks outlets are company owned; the remaining one-third are operated by licensees. Outside the United States, the proportions are reversed: about two-thirds are run by licensees or partnerships in which Starbucks has equity stakes. Starbucks founder and chairman, Howard Schultz, and his management team have used a variety of market-entry approaches—direct ownership, licensing, and franchising—to create an empire of more than 21,000 coffee cafés in 65 countries. In addition, Schultz has licensed the Starbucks brand name to marketers of noncoffee products such as ice cream. The company has even made forays into movies and recorded music. (Source: Nasdaq, 2014)

Discuss the advantages and disadvantages of the modes of entry (direct ownership, licensing, partnership, and franchising) employed by Starbucks in different countries. For discussion purpose, select one country for each mode of entry. Please include the references with your answer.

write a report recommending one course of action/approach/selection

-Small business strategy.

Discuss the specific challenges of managing a small

enterprise. Identify the features that all successful small

companies share and suggest a course of action for a small

business founder that can increase the likelihood of succes

The local news provided poll results from 2000 adults who interview job applicants. The results showed that 35% of the adults said their biggest issue with interviewers is them not knowing company history. The margin of error was given as +/- 4 percentage points. Answer the following questions:
a. What important piece of information was omitted from the statement above?
b. What is meant by the statement that "the margin of error is +/- 4 percentage points"?
c. What are the values of?
d. If the confidence level is 95%, what is the value of?

In a poll of 555 randomly selected students, 40% stated that they enjoyed statistics. Answer the following questions:
a. Identify the number of students who say that they enjoy statistics? Round to the nearest whole student if necessary.
b. Construct a 95% confidence interval estimate of the percentage of all students who say that they enjoy statsitics.
c. Can we safely conclude that majority of students enjoy statistics? Explain.

The following information provided below shows the output from the results of performing a confidence interval for a population mean. Answer the following questions:
Confidence Interval:

a. Identify the best point estimate of
b. Find the degrees of freedom.
c. Find the critical value that corresponds to n = 40.

The cholesterol levels of 40 women were sampled and a 95% confidence interval estimate was obtained below. The units of measurement for the interval below are
917.562 < < 2254.129
a. Identify the confidence interval. Include the appropriate units of measure.
b. Write a statement that correctly interprets the confidence intervale estimate of σ.

You want to estimate the mean amount of time college students spend on the Internet each month. How many college students must you survey to be 95% confident that your sample mean is within 15 minutes of the population mean? Assume that the standard deviation of the population of monthly time spent on the Internet is 210 minutes.

Buenaventura

Growth is more than merely one part of the mission and vision of Buenaventura – the leading mining company in Peru and one of the largest gold and silver producers in the world. It is the company’s daily mantra. Operating in a capital-intensive industry and in a geographic environment not as welcoming to investments as it should be, the company has to be persistent to maintain the degree of success it has achieved over the years. Joint ventures, offerings through the Lima Stock Exchange, and American Depositary Receipts (ADR) issuance on the New York Stock Exchange (NYSE) were all means to achieve the company’s goal of continued growth. But when it came to creating long-term sustainable shareholder value, there was only one way to do it: by enhancing governance practices.

The Roots of the Need for Governance

Buenaventura has focused on exploration and acquisitions, both on its own and through joint ventures, since its founding in 1953. For Buenaventura, conducting business responsibly and effectively is part of its strategy to increase shareholder value. Buenaventura suffered several years of losses that ultimately led to a high level of debt amid Peru’s weak economic environment during the 1980s. In the early 1990s, however, Peru emerged into a period of greater stability, allowing Buenaventura to plan for a more promising future. When the company decided to invest in Yanacocha, now a world class gold deposit, Buenaventura faced high-cost exploration and development investments.

Convinced that the market pays for good corporate governance practices, Buenaventura chose to cancel its debt with the proceeds of an initial public offering (IPO) of ADRs on the NYSE in 1996. The decision reflected Buenaventura’s Board of Directors’ and management’s commitment to comply with United States Securities & Exchange Commission (SEC).regulations. Prior to the IPO, the company took several critical steps toward improving its governance: revamping its Board of Directors, incorporating independent members and establishing Board Committees; implementing an Ethics Code; creating a Disclosure Committee; and finally, eliminating its dual class share structure and converting all its shares into a single class, with equal voting rights.

         Corporate Governance Steps

Buenaventura has implemented a comprehensive set of rules to ensure good governance. The reforms were inspired by the recommendations of major international organizations, such as the OECD and the World Bank/IFC. The decision to convert all shares into a single class of common shares served to keep the controlling group together, and was also considered the best way to continue to maximize the value of the company. The stock’s liquidity was bolstered as a result, as investors responded positively to the single voting class of shares. In the event of a tender offer, the Board must review the proposal and make its recommendation all shareholders, who in turn make their own decisions on whether to accept the offer. Buenaventura takes voting rights seriously. To facilitate the participation of all shareholders in General Meetings, the company calls Meetings 25 days in advance and provides shareholders the Meeting’s agenda. ADR holders receive proxies through the depositary bank and special procedures have been put in place to ensure that ADR holders have sufficient time to consider how to vote and that their votes are duly represented at General Meetings.

         Results

Buenaventura recognizes that it must continue to improve its governance framework as it strives to maximize shareholder value. Its governance improvements are clearly recognized by the market, as demonstrated by its three-fold increase in market capitalization, from around US$ 400 million to US$ 3.6 billion. The company reported net revenue of US$ 316 million in 2004, generating operating income of US$ 86.6 million in that year. Today, Buenaventura is working on complying with the Sarbanes-Oxley requirements. The company expects to be certified by external auditors as Sarbanes-Oxley compliant in June 2006.

Critically evaluate how Buenaventura achieves success through corporate governance. Provide justifications within the case study.

Imagine that you have been appointed as the CEO of Buenaventura. Discuss how you would strengthen the corporate governance using BRC Model.

Buenaventura

Growth is more than merely one part of the mission and vision of Buenaventura – the leading mining company in Peru and one of the largest gold and silver producers in the world. It is the company’s daily mantra. Operating in a capital-intensive industry and in a geographic environment not as welcoming to investments as it should be, the company has to be persistent to maintain the degree of success it has achieved over the years. Joint ventures, offerings through the Lima Stock Exchange, and American Depositary Receipts (ADR) issuance on the New York Stock Exchange (NYSE) were all means to achieve the company’s goal of continued growth. But when it came to creating long-term sustainable shareholder value, there was only one way to do it: by enhancing governance practices.

The Roots of the Need for Governance

Buenaventura has focused on exploration and acquisitions, both on its own and through joint ventures, since its founding in 1953. For Buenaventura, conducting business responsibly and effectively is part of its strategy to increase shareholder value. Buenaventura suffered several years of losses that ultimately led to a high level of debt amid Peru’s weak economic environment during the 1980s. In the early 1990s, however, Peru emerged into a period of greater stability, allowing Buenaventura to plan for a more promising future. When the company decided to invest in Yanacocha, now a world class gold deposit, Buenaventura faced high-cost exploration and development investments.

Convinced that the market pays for good corporate governance practices, Buenaventura chose to cancel its debt with the proceeds of an initial public offering (IPO) of ADRs on the NYSE in 1996. The decision reflected Buenaventura’s Board of Directors’ and management’s commitment to comply with United States Securities & Exchange Commission (SEC).regulations. Prior to the IPO, the company took several critical steps toward improving its governance: revamping its Board of Directors, incorporating independent members and establishing Board Committees; implementing an Ethics Code; creating a Disclosure Committee; and finally, eliminating its dual class share structure and converting all its shares into a single class, with equal voting rights.

         Corporate Governance Steps

Buenaventura has implemented a comprehensive set of rules to ensure good governance. The reforms were inspired by the recommendations of major international organizations, such as the OECD and the World Bank/IFC. The decision to convert all shares into a single class of common shares served to keep the controlling group together, and was also considered the best way to continue to maximize the value of the company. The stock’s liquidity was bolstered as a result, as investors responded positively to the single voting class of shares. In the event of a tender offer, the Board must review the proposal and make its recommendation all shareholders, who in turn make their own decisions on whether to accept the offer. Buenaventura takes voting rights seriously. To facilitate the participation of all shareholders in General Meetings, the company calls Meetings 25 days in advance and provides shareholders the Meeting’s agenda. ADR holders receive proxies through the depositary bank and special procedures have been put in place to ensure that ADR holders have sufficient time to consider how to vote and that their votes are duly represented at General Meetings.

         Results

Buenaventura recognizes that it must continue to improve its governance framework as it strives to maximize shareholder value. Its governance improvements are clearly recognized by the market, as demonstrated by its three-fold increase in market capitalization, from around US$ 400 million to US$ 3.6 billion. The company reported net revenue of US$ 316 million in 2004, generating operating income of US$ 86.6 million in that year. Today, Buenaventura is working on complying with the Sarbanes-Oxley requirements. The company expects to be certified by external auditors as Sarbanes-Oxley compliant in June 2006.

Critically evaluate how Buenaventura achieves success through corporate governance. Provide justifications within the case study.

Imagine that you have been appointed as the CEO of Buenaventura. Discuss how you would strengthen the corporate governance using BRC Model.

You set up your own business in merchandising sector in Scranton, PA - opening a luxury watch shop on 1/1/2020.

The following is related information about the business:

-   Specific sub-sector: Merchandising sector.

-   Location: Scranton, PA

-   Business model: merchandiser - buying and selling luxury watches.

-   Investment by owner: $1,000,000

- You hired a shop manager. In order to handle different aspects of business, you had one employee responsible for the purchasing, receiving, and storing of watches purchased. A second employee is responsible for the maintenance of account receivable records and collection from customers. A third employee has responsibility for personal records, timekeeping, preparation of payrolls, and distribution of payroll checks. As a part of his job, the shop manager would do some internal control functions. In addition, you hired one security officer, and 4 full-time sales assistants.

Requirements:

1. Based on information given above, identify at least 3 internal control weaknesses that the company has – be specific and explain why those are weaknesses. (review chapter 6) (10 points).

2. Set up an effective Internal Control System for your business using 5 different internal control elements. Be very specific with each element. At least 2 pages long- double spaced. (review pages 164- 168 – chapter 6 textbook). (50 points).

Note: answer to questions 1 and 2 using APA writing style.

3. Draw a document flowchart to depict that the luxury watches are shipped back to the supplier if they are found to be damaged upon arrival at the receiving warehouse of your company (review pages 368-371 – Chapter 12 textbook) (10 points)

4. You are given the following economic events of the business in 2020 (30 points):

1/1/2020: Opened the business, invested $1,000,000 cash in the business.

1/1/2020: bought a building for the business purpose for $100,000 cash. The building has a useful economic life of 10 years.

1/1/2020: purchased 100 luxury watches for $200,000 with $100,000 cash payment, the remaining amount payable on 2/1/2021. (each watch costs $2,000)

3/1/2020: purchased 50 luxury watches for $250,000 with cash. Each watch costs $5,000.

4/1/2020: purchased 40 luxury watches for $240,000 with cash. Each costs $6,000.

6/1/2020: Sold 130 watched for $1,300,000. Of which $300,000 cash was received at the time of sale. The remaining amount to be received on 5/2/2021.

7/1/2020: paid $1,200 in advance for 12 months’ property insurance (7/1/20 to 7/1/21).

8/1/2020: borrowed $500,000 from a local Chase bank. Interest rate is 12%/year. Interest is paid every 6 months- the first payment date is 2/1/2021. Principal would be paid on 8/1/2021.

9/1/2020: to expand business, you rent a showroom in the next building. Paid $24,000 cash in advance for 12 month’s rent.

12/31/2020: Paid 2020 utilities expense, advertising expense, and miscellaneous expense for $5000, $15,000, and $4,000, respectively.

Salary is paid on the last day of each month. Each month’s salary expense is $20,000.

Notes:

• On 12/31/2020: Physical inventory showed that there were 60 luxury watches on hand at the end of the period. The company used periodic inventory system, and used FIFO costing method.
• Your business used straight-line depreciation method for all fixed assets.
• Ignore tax.

Requirement: Prepare an excel file that includes

1. Tab 1 titled “accounting entries”: prepare all journal entries, adjusting entries, closing entries needed for the period ending on 12/31/2020 based on above economic events (12 points.)

2. Tab 2 titled “income statement”: prepare a multiple-step income statement for year ended 12/31/2020. (5 points)

3. Tab 3 titled “Statement of retained earning”: Prepare Statement of retained earnings for year ended 12/31/2020 (5 points)

4. Tab 4 titled “Balance sheet”: prepare a balance sheet as of 12/31/2020 (8 points)

The following draft trial balance has been produced for Bodurm plc for the year to 30 April 2020.

You are given the following information:

1. Depreciation for the year has not been provided. The depreciation policy is as follows:

Plant and equipment        25% reducing balance, charged to cost of sales

Buildings                            2% straight-line, charged to administrative expenses

Motor vehicles                   Straight line over a 6-year life, charged to distribution costs

Depreciation is charged in full in the year of purchase, but none is charged in the year of disposal

2. The directors of Bodurm plc have decided to adopt a policy of revaluing all its buildings to reflect current fair values. The fair value of the buildings is determined by an independent surveyor to be £2,625,000 as at 30 April 2020. The revaluation does not give rise to a deferred tax liability.

3. Intangible assets, representing a customer list acquired in the year to 30 April 2019, are being amortised straight-line over their remaining life of 5 years. Amortisation is to be charged to administrative expenses.

4. Corporation tax for the year to 30 April 2020 is to be provided at £220,000, and the deferred tax liability should be decreased by £28,000.

5. At 30 April 2020 Bodurm plc disposed of an item of plant for £33,000. The disposed plant had a cost of £131,000 and a carrying value of £56,000. The only entry made into the accounts were the disposal proceeds recorded in the cash at bank account with the corresponding entry into the suspense account.

6. At 30 April 2020 the company adopted a new accounting policy regarding the measurement of inventories. If the new policy had been applied last year, the company’s inventory at 30 April 2019 would have been £350,000 higher than the amount originally calculated. This new policy has not been updated in the account balances above.

7. Inventory at 30 April 2020 is £1,200,000 reflecting the new valuation policy.

YOU ARE REQUIRED TO:

Prepare in a format suitable for publication for Bodurm plc:

1. A Statement of profit or loss and other comprehensive income for the year ended 30 April 2020;

2. A Statement of changes in equity for the year ended 30 April 2020;

3. A Statement of financial position at 30 April 2020.

All calculations should be to the nearest £000

Type or paste question here

Chapter 7 Exercise

Hamilton Company (a U.S. based company) acquired 100% of a Swiss company, Franco AG, for 8.2 million Swiss francs on December 30, Year 1. At the date of acquisition, the exchange rate was $0.70 per franc.   The acquisition price is attributable to the flowing assets and liabilities denominated in Swiss francs:

Hamilton Corporate prepares consolidated financial statements on December 31, Year 1. By that date, the Swiss franc appreciated to $0.75. Because of the year-end holidays, no transactions took place between the date of acquisition and the end of the year.

Assignment:

1. Determine the translation adjustment to be reported on Hamilton’s December 31, Year 1 consolidated financial statements, assuming that the Swiss franc is the Swiss subsidiary’s functional currency. Where would the adjustment be located in the financial statements?
   
2. Determine the translation adjustment to be reported on Hamilton’s December 31, Year 1 consolidated financial statements, assuming that the U.S. dollar is the Swiss subsidiary’s functional currency. Where would the adjustment be located in the financial statements?

Your company just acquired another company that manufactures and sells packaged ice. Traditionally the company has sold in bulk to industrial users. You want to sell to consumers.

-Develop a marketing strategy for your packaged ice that includes a market penetration strategy, market development strategy, and the value proposition. A picture or something showing the marketing of packaged ice.