BUSD 1013 – Introduction to Management – Assignment Template

Name:

Student ID: Note: see assignment description in Moodle – sections 9,10 should be a maximum of 2 pages Section 9: Operations plan Reference course materials – Key Items to Consider How will I ensure we have efficient operations to maximize our resources and keep costs competitive? How will I ensure customers find it easy to do business with my company (from learning about us, booking orders, scheduling, using our services and payments). How can I save customers and our company time? What technology will be required to ensure we are efficient? How can I ensure we offer a consistent quality of service, how might I measure this? Section 10 – Elevator Pitch Imagine that you have one minute to convince a potential investor to help fund your venture and invest in your business. What would you say in that one minute? Include both in-text and full references at the end as applicable.

Polyester is a director of Style Pty limited involved in making women's clothing Situation 1. She arranges with the company bank to transfer an amount of $65000 from the company account into a personal bank account held by her in her own name. She uses the funds to finalise some outstanding personal debts. Situation 2. As a director she receives information that the company is in a serious financial position. She arranges to transfer a larger amount of the assets of the company over a new proprietary company that she formed with the intention of caring on the same business. Situation 3. Contrary to a resolution of the Board and notwithstanding established business practice that limits credit to $20,000 she allows a trade debtor (who has a history of bad debts) to exceed its credit limits by $25,000. The debtor fails to pay the outstanding amount of $45,000. Can she rely on the business judgement rule in this situation? Required: Has she breached any duties under the Corporation Act in the three (3) situations listed above?

Come up with a 5 elements of each category of the SWOT of 1-800-GOT-JUNK?

Eighteen thousand expired cans of sardines.84 Fifty garden gnomes. A mechanical bull. Trophies from a nudist colony. These objects are just some of the weird items that Vancouver-based 1-800-GOT-JUNK? customers have asked the uniformed people in the freshly scrubbed blue trucks to haul away. Company founder and CEO Brian Scudamore discovered a lucrative niche between “trash cans and those big green bins dropped off by” the giant waste haulers. But even in such an uncomplicated business as hauling people’s junk, Scudamore must be concerned with managing change and innovation.

1-800-GOT-JUNK? is an award-winning company with a corporate staff of about 300 individuals. “With a vision of creating the ‘FedEx’ of junk removal,” says Scudamore, “I dropped out of university with just one year left to become a full-time JUNKMAN! Yes, my father, a liver transplant surgeon, was not impressed, to say the least.” However, in 2011, the company had more than 200 franchises, and system-wide revenues were over $100 million.85 Not surprisingly, Scudamore’s father is a little more understanding these days about his son’s business. Since 1997, the company has grown exponentially. The company made the list of Entrepreneur magazine’s 100 fastest-growing franchises in 2005 and 2006. It was named one of the Best Employers in Canada by Canadian Business, and Scudamore won the International Franchise Association’s Entrepreneur of the Year award. Scudamore also started two newer franchises: Wow 1 Day Painting and You Move Me.

Hauling junk would be, to most people’s minds at least, a pretty simple business. However, the company Scudamore founded is a “curious hybrid.” It has been described as a blend of “old economy and new economy.” The company’s service—hauling away trash—has been done for hundreds, if not thousands, of years. But 1-800-GOT-JUNK? also relies heavily on up-to-date information technology and has the kind of organizational culture that most people associate with high-tech startups. The company uses its 1-800-GOT-JUNK? call centre to do the booking and dispatching for all its franchise partners. The franchise partners also use the company’s proprietary intranet and customer relationship management site—dubbed JunkNet—to access schedules, customer information, real-time reports, and so forth. According to Scudamore’s philosophy, this approach allowed franchise partners to “work on the business” instead of “work in the business.” On any given day, all a franchisee has to do is open up JunkNet to see the day’s schedule. If a new job comes in during a workday, the program automatically sends an alert to the franchisee. Needless to say, the company’s franchisees tend to be quite tech-savvy. In fact, some of them have installed GPS devices in their trucks to help find the most efficient routes on a job. Others use online navigation sites. With the price of gas continuing to increase, this type of capability is important.

1-800-GOT-JUNK? has a culture that would rival any high-tech startup. The head office is known as the Junktion. Grizzly, Scudamore’s dog, comes to the office every day and helps employees relieve stress by playing catch anytime, anywhere. Each morning at exactly 10:55, all employees at the Junktion meet for a seven-minute huddle, where they share good news, announcements, metrics, and problems they are encountering. Visitors to the Junktion have to join the group huddle, too. One of the most conspicuous features of the Junktion is the “Vision Wall,” which contains the varied outputs of Scudamore’s brainstorms. Other members of the executive team have visions for the company’s future as well. Periodically they will wander through the offices of Genome Sciences Centre, the tenant occupying the space above them, to visualize a future when GOT-JUNK? has expanded so sufficiently that it will take over that office space. Scudamore does not use a permanent desk, instead preferring to sit in different spaces to talk with people and get a sense of what is going on in the business.

Company franchisees are also encouraged to take initiative and be innovative. For example, the Toronto franchise, which has 12 trucks, sometimes gets a blue truck motorcade going down Yonge Street through the heart of the city as a way to be noticed and to publicize its services. Despite the company’s success to date, Scudamore is wondering whether he is prepared to face whatever changes may happen in the environment in the years to come.

A recent article in MacLean’s wrote, “Just over 45 per cent said they would buy food containing marijuana, with 46 per cent saying they would purchase pot-laced baked goods like brownies and muffins if they were legal.” (http://www.macleans.ca/society/majority-of-canadians-support-marijuana-legalization-says-survey/)

(a) This statement was based on a Dalhousie University survey of 1087 people across the country. Test at the 0.05 level of significance whether one can conclude that more than 45% of Canadians would say they would buy food containing marijuana. Use the critical value approach (and a 2-sided alternative hypothesis since MacLean’s made the statement after seeing the sample data). Show your manual calculation of the z-statistic and explain how you would find the p-value.

(b) For testing the same hypotheses, calculate manually an appropriate 95% confidence interval for the proportion of Canadians who would buy food containing marijuana. Does this interval allow you to make the same conclusion as in part (a)? Explain briefly.

(c) Suppose you wanted to take a large enough sample size to enable you to conclude that more than 45% of Canadians would buy food containing marijuana. What sample size would be required?

(d) To test whether the proportion of UOttawa students who would buy food containing marijuana exceeded 45%, you found 8 out of a small sample of 10 randomly selected students who answered yes to the question. Perform the test, using the 0.05 level of significance and show how you would calculate the p-value for this test

The following transactions occurred in November 201X for A. Glover’s Placement Agency: Nov. 1 A. Glover invested $6,000 cash in the placement agency. Nov. 1 Bought equipment on account from Cinder Co., $2,100. Nov. 3 Earned placement fees of $2,000, but payment will not be received until December. Nov. 5 A. Glover withdrew $400 for his personal use. Nov. 7 Paid wages expense, $1,400. Nov. 9 Placed a client on a local TV show, receiving $5,000 cash. Nov. 15 Bought supplies on account from Holly Co., $400. Nov. 28 Paid telephone bill for November, $110. Nov. 29 Advertising bill from Shimmer Co. received but not paid, $80 The chart of accounts for A. Glover Placement Agency is as follows: Chart of Accounts Assets Owner’s Equity 111 Cash 311 A. Glover, Capital 112 Accounts Receivable 312 A. Glover, Withdrawals 131 Supplies Revenue 141 Equipment 411 Placement Fees Earned Liabilities Expenses 211 Accounts Payable 511 Wage Expenses 521 Telephone Expense Your tasks are to do the following: a. Set up the ledger based on the chart of accounts. b. Journalize (page 1) and post the November transactions. c. Prepare a trial balance as of November 30, 201X

Katz buys and sells securities in short-term periods. The following transactions relate to Katz activity in Dec. of 2014, which has a fiscal year end of Dec. 31. All of the following securities meet the criteria to be classified as trading securities and no other trading securities were held by Katz prior to Dec. 2014.

Dec. 4: Purchased B Corp. Bonds for $12,000,000

Dec. 7: Purchased two-million shares of MU for $20,000,000

Dec. 10: Sold the B Corp. Bonds for $11,900,000

Dec. 15: Purchased US Treasury Bills for $55,000,000 and US Treasury Bonds for $66,000,000.

Dec. 17: Sold 1,000,000 shares MU for $12,000,000

Dec. 21: Sold US Treasury Bills for $57,000,000

Dec. 23: Sold US Treasury Bonds for $65,000,000

Dec. 27: Received payment of cash dividends from MU common chares for $250,000.

Dec. 31: Record any adjusting/closing entries relating to the investments. Market price of MU was $12 per share.

1. Prepare all appropriate journal entries for Dec. 2014
2. Calculate the total to be reported on the 2014 balance sheet for short-term investments.
3. Calculate the total impact to profit reported on 2014 income statement that is a result of the investment activity.

You need to obtain the country-level data for Argentina and El Salvador on:

i. Imports of goods and services (in current US$)

ii. Exports of goods and services (in current US$)

iii. GDP (in current US$)

iv. GDP per capita (in current US$)

v. GINI Index (World Bank estimate) from the World Bank's World Development Indicators.

Q1. Using trade flows in your data, calculate openness as a percentage for Argentina and El Salvador and present them for each year for both countries as a table. You need to explain your method, namely, how you calculated openness using trade flows (write down the formula). In addition, you need to state what other alternative ways you could have adopted to calculate openness other than using trade flows.

Q2. Using the calculations you did for openness in Step 1, plot openness (as a percentage) against time (1998-2014) for both countries (Argentina and El Salvador) in a single graph (as a chart type: you are required to use line graph). Put openness (as a percentage) on the vertical axis and time on the horizontal axis. Explain and compare briefly how openness changes for these countries over time. Make sure you limit your explanation to 200 words.

You hear someone slurring his words and slobbering all over the people near him. You suspect that the person may have had some alcoholic beverages before you arrived. You hear him saying, "Ah, you don't need an audit. Just get some accountant to prepare a set of financial statements from your own books, photocopy them, and give them to the bank. You'll get that big loan you have been looking for." Your companion is a prospective client who has never used an outside accounting firm before, other than to have tax returns prepared. Your companion wants to know what your accounting firm can do for him and the company he runs. Required: a. What is an audit? How does an audit differ from reviews and compilations? 2 b. What are some of the benefits a company receives from getting an audit by a CPA firm?

Assuming that you are the head of the finance department at Chengshi Refrigerator Company (CRC), who is participating in a meeting to negotiate a strategic partnership with the German Engineering Group (GEG). What are the financial aspects to be considered, financial offer/statement?

You are an investor who bought a stock of the XYZ company on 2^nd January 2008. You are concerned of the significant downside risk if the stock market tumbles and want to use options to hedge your exposure.

If XYZ stock price falls to $42.67 in year, what is the profit/loss of the straddle: