Workshop report- the policy process Essay Example | Topics and Well Written Essays - 1000 words

Workshop report- the policy process - Essay Example During the workshop, all participants would bring their own experiences and would learn wider experiences and lessons from others. The workshop objectives were outlined: Dr. Werner presented an article about systematic competitiveness done by the scientists of a German Development Institute explaining that industrial competitiveness does not result from a stable macro-economic framework or of entrepreneurship in the micro-level. It is rather the dynamic interaction between state, enterprises and intermediate institutions and the capacity of the society to organise itself. Our nation if it wants to develop competitiveness in this way has to adopt new policies that will reduce costs and increase revenues. It was clearly shown that the macro level has to secure stable conditions which guarantee the functioning of the market. This is to be done through prioritising the budget and fiscal policy in maintaining a stable monetary value and a governable budget deficit in the country. However, it was shown that the developing countries have been unable to hit this measure. The trade policy under this macro level was said to have promoted active integration either by general or selective liberalization of imports. The ability of our markets to avoid exchange rates with an anti-export bias was viewed as the tool that facilitated the creation of macro-level conditions thereby increasing industrial exports. Under the micro-level it was founded that the enterprises must manage their technology and organisational structures and innovations. Continuous products and process innovation was said to be as a result of efficient management technology. However, we were taken through a study of the Japan industry which had been done by one of the researchers present had proved the opposite. A new concept was therefore developed which provided that industrial production shall be streamlined in a three-propositional

Discussion board Assignment Example | Topics and Well Written Essays - 500 words - 1

Discussion board - Assignment Example Serving the poor is an ethical issue and should be done by everyone as response to humanity. A major and most tragic manifestation of poverty is hunger as described by Mohammad Yunus in his book Banker to the Poor. In 1974, famine struck Bangladesh and Yunus wrote about his experiences of witnessing agricultural lands left uncultivated due to lack of irrigation technological awareness among the villagers. He described the scenario in Bangladesh as hungry people multiplied every day, â€Å"Hungry people were everywhere. Often they sat so still that one could not be sure whether they were alive or dead† (Yunus, vii). Yunus nurtured the dream of eradicating poverty from the world. He has taken a bold initiative to help the poor people in Bangladesh. At first he physically stepped onto the fields to show the farmers how to cultivate rice to optimize yields. Although his hands-on approach received skepticism, his next step was the launching of Chittagong University Rural Development Project which provided the poor people academic credit. In order to do more for the poor, he next focused on providing small loans to the very poor to buy raw materials. Initially he became personal guarantor to Janata Bank which is one of the largest government banks in Bangladesh. From this concept, Grameen Bank evolved that provides un-collateral loans to the poor. He encourages repayment of the loans on weekly and even daily basis to prevent accumulation of large debts. Yunus’s efforts have proved to be fruitful and he dreams of a poverty free world by 2050, â€Å"poverty does not belong in a civilized human society. Its proper place is in a museum† (Yunus, 248). There are ways in which people can move towards fulfilling the mission of making this world free of poverty, and the process lies in desire among all people to do something for the poor. Rich countries often provide financial resources to the poor countries, but this is not

Trans Organizational Systems In The Current Turbulent Environment Management Essay

Trans Organizational Systems In The Current Turbulent Environment Management Essay In the current turbulent environment with the inter-networked enterprises, by establishing effective community partnerships the opportunity of adaptive space, flatter and more democratic organizations and communities will be more effective. Organizations must create effective relations among themselves and others. In this time the issues like cooperation and relationships come up. Organizations should investigate themselves and scan and do scrutiny the environment precisely to create a sustainable community. This paper aims to review some important aspects of Partnerships, Coalitions, Sole and Trans-organizational Systems In the current Turbulent Environment. Introduction Today, a majority of practitioners and academic observers seem to agree that specific forms of long-term oriented co-operation between in formal terms independent firms and imply important advantages which would neither occur simply on the basis of purely opportunistic behavior and short-term orientations nor would they arise from structures of central control and organizational integration (Bachmann, 2007). Undoubtedly, the trend towards the establishment of close- and long-term oriented external relationships is strong and has also been confirmed by many contributions which in recent years discussed the characteristics of the system of inter-firm relations (Bachmann, 2007). The term partnership describes a very wide range of contracts and informal arrangements between firms and communities. The communities involved in partnerships range from local to global in scale. Partnerships are relationships and agreements that are actively entered into, on the expectation of benefit, by two or more parties. Partnerships are formed to address issues of collective implications of individuals at local and regional spatial levels, such as governance, quality of life, economic development, social cohesion, employment, etc. Partnerships are a means to share risk between the two parties, and third parties often play important supportive roles (Mayers and Vermeulen, 2002). Characteristics of effective community partnerships Findings from the study conducted by the Center for Substance Abuse Prevention (CSAP) have demonstrated that effective community partnerships include the following characteristics: A comprehensive vision that encompasses all segments in a community and aspects of community life. A widely shared vision that has been agreed on by groups and citizens across the community. A strong core of committed partners who have been involved in the partnership from the very beginning. An inclusive and broad-based memberships that reflects the participation from all segments of the community, including the work place. Avoidance or quick resolution of conflict that might create a misunderstanding about a partnerships basic purpose. Decentralized units such as local planning councils or neighborhood teams, which not only encourage action directed at the needs of the small areas within a community, but also enlist residents to take the necessary actions or decisions. Reasonable staff turnover that is not disruptive. Extensive prevention activities and support for local prevention. (CSAP, 2000). Partnerships also strengthen democratic practices. The greatest challenge of communitys partnerships is to use their own assets and to internalize the need to better their life styles that can be achieved through individual and community empowerment. The factors that exist in a community are called assets defined by three interrelated characteristics: include the capacities of the members, internally focused and driven by relationships. To empower the community means that it may be able to create wealth and the basis of sustainable development using all the resources and all the vehicles at its disposal. In community partnerships, power relations are modified among the main actors, NGOs, grassroots organizations, the private sector and local governments, as equal partners in consensus building and decision-making. As an essential element of development, community foundations bring together key stockholders as equal partners with their own unique assets and their know-how of the environment. Communities must become equal partners in the development process through the involvement of all their members in the analysis of existing assets as a starting point for launching an investment initiative, rather than become recipients in need of expertise. Innovative solutions to challenges facing societies can be found through partnerships between government, firms, communities and civil society. Through partnerships, these economic agents may work together to design and adapt strategies and policies and take initiatives consistent with shared priorities to improve governance of local conditions. Advantages of Partnerships According to Cinnà ©ide (2003) enhanced governance through partnerships enables society to solve problems more effectively through: Integrated holistic approach Co-ordination of policies/actions Participation of civic society in decision making Empathy with local needs/conditions Adaptation of policies/actions to local priorities Custom-tailored area based strategies Leveraging additional resources Synergy from team effort Two ways to promote investing in communities are to involve the private sector and to focus on wealth creation rather than poverty alleviation. With partnerships the community brings other entities to be catalysts, facilitators and vehicles to mobilize resources. Partnerships are important to the private sector because they help to manage the expectations of the community. The private sector has the mechanism through which it can mobilize resources, assist governments and be a good partner for communities. Disadvantages of Partnership An advantage of a partnership over a sole proprietorship can also be a disadvantage. That partner who was initially nice to have around to help make decisions can quickly turn into someone to argue with over how the business should be run. In a partnership you do not always get your way. But in a sole proprietorship, you get to make all of the decisions. Only you are responsible for success or failure. The main disadvantage of a partnership in comparison to a limited partnership, corporation, or limited liability company is the unlimited liability of a partnership. In a regular partnership, each partner is personally liable for the debts of the partnership. If your partner runs up a lot of debts for the business, or if the business loses a lawsuit, the creditors can come after your personal belongings to get paid (such as your personal bank accounts, car, boat, etc.). However, if your business is incorporated or registered as a limited liability company, the creditors can only come after money and property belonging to the business. Similarly, if you are a limited partner in a limited partnership, creditors can only come after property of the business or the general partners. Your personal property is safe in such circumstances. The idea of the business entities with limited liability of the owners came about as a way for the government to encourage people to start businesses to boost the economy. It is a way to go into business without risking everything you own. Another possible advantage to other forms of doing business is in the area of taxes. Determining which type of business entity provides the best tax situation will depend upon many variables of the particular business in which you are involved. This can best be determined by a Certified Public Accountant (CPA) or tax attorney. The figure below is another look at the advantages and disadvantages of the various types of business organizations (Haman, 2004, pp.4-5). 4. Government-government partnerships The unique public-private US-Mexico Partnership for Prosperity initiative was launched in September 2001 with initiatives to target economic development in Mexico in the areas, which generate the most migrants. US-Mexico Partnership for Prosperity delivers the Good Partner Award to recognize the role of the private sector in advancing social and economic development in Mexico. In 2004, the winners were General Motors de Mà ©xico and Comercial Mexicana de Pinturas (Consorcio COMEX). US-Mexico Partnership for Prosperity has as a central program the social security agreement and promotes access to nutrition programs for the Hispanic population. The Mothers Union highlights the fact that it pays mere lip-service to the role of civil society, has an exclusive focus on government-government partnerships and overlooks the need for gender equality and human rights to be integral to the development process: Such gaps are less likely to have been missing if the Commission had included people from the grassroots of Africa and in particular more women(Daniel, 2006). 5. Government-firms partnerships Partnerships between governments and private business are necessary in some cases for sustainability and development of micro and small enterprises. The public-private sector partnership collaboration between the Konkola Copper Mines wealth creation partnership with the government, the World Bank Group through the International Finance Corporation and other organizations and agencies and corporate partners, like British Petroleum have a social development plan, A public-private partnership between Timberland and City Year of Americorps has expanded activities to 13 regions across the country and a pilot program in South Africa. Merck has a partnership with the Gates Foundation and the Botswanan government to support health services there. Partnering with Business is a private sector partnership between the Business Council for Sustainable Energy (BCSE) and United States Agency for International Development (USAID), promote sustainable energy technologies and the reduction of greenhouse gas emissions in developing countries. Firms and governments are very interested in looking for ways to establish partnerships in Mexico and other developing countries to implement pilot projects to achieve significant emissions reductions and bring investment opportunities to Mexico. 6. Community Foundations Community foundations (CFs) are public-private partnerships for grant-making towards community development, which manage resources to create wealth and improve the well-being of the community and society. Some of the characteristics of community foundations are that they are primarily grant-making foundations. But many also do their own programs; have broad range of donors, diverse portfolio of local and external donors with high stability, geographically defined, community, city, county, district, economy of scale matters. Local board reflecting the community governs some, seek to build permanent endowment, element of perpetuity, broadly defined mission to improve quality of life in community, to strengthen social capital of community. A principal issue for community foundations that needs to be negotiated is the money being driven for the agenda. Firms and governments may provide seed capital or an agenda of the public good and the needs of the community. Among other tasks, community foundations, create opportunities of cooperation between governments, firms and civil society sectors, and promote the culture of participation and social responsibility and philanthropy. In this respect, Sanz (2004) lists the community foundation tasks: to promote the culture of participation, social responsibility and philanthropy; to bridge government with civil society sectors and to create opportunity for collaboration among sectors. It is mobilizing around assets the starting point for a community initiative to drive the process. Community foundations have to take a leadership role in the community, need to do asset mapping in order to discern what the needs and demands are, and they also need to bring together different stakeholders and work together with other CFs to gain wider recognition. In asset mapping it is important to distinguish between identification of assets for their own sake and identification of assets for people to generate action. Community foundations and governments are collaborating mainly on projects, but also in more comprehensive and complex ways, which are being tried. Building community foundations may take several years and maybe decades. Community Foundations are not quick fixes; they have to go through a process of demonstrating accountability and building trust. Sanz (2004) highlights the existing mistrust between government and civil society. Communities from developing countries often lack trust in government. Mesik, (2004) observed the fast growth of community foundations over the past decades, and explained that they are a specific model of public-private partnerships which can be an important vehicle for moving communities toward sustainable development. He described CFs as a combination of factors. Financial resources, material and social assets are all important for community foundations. The Asset-Based Community Development (ABCD) Approach in Community Development The Asset-Based Community Development (ABCD) approach locates the control of the development process in the hands of communities. Asset based community development is an approach to working at the community level influenced by theory and practice in areas of: community mobilizing (McKnight and Kretzmann, 1993; Elliott, 1999: Chambers and Cowan, 2003). Sustainable livelihoods (Bebbington, 2000; Sen, 1981, 1984, 1999; de Haan, 2000, Sen and Klein, 2003), the UNDP sustainable livelihood model (UNCDF, 2001); the DFID model of sustainable livelihoods (Ashley, C Carney, D., 1999; Carney, 2002) and asset building. Asset-based community development is a means by which communities recognize the value of the multiple assets that they have: Human, social, natural, physical, financial, technological, etc. The Asset-Based approach aims to locate all of the available local assets, to begin connecting them with one another in ways that multiply their power and effectiveness, and to begin harnessing those local institutions that are not yet available for local development purposes. (McKnight and Kretzmann.1993:1). Also ABC may support a community to organize to mobilize these assets, build on and protect their asset base for sustained community development, position them as a sound investment to lever additional assets from multiple investors. The assets based approach is an approach to citizen participation in low-income communities. Communities possess significant assets that can be mobilized and utilized, besides the need for external resources. These assets and capacities can be broken down into three categories: Primary building blocks assets that are located in the community and controlled by its members. Secondary building blocks are assets not under community control but which can be brought under its control. The third category is potential building blocks. McKnight and Kretzmann (1993) Communities are not subjects; they are not recipients of aid. They are the architects of their own destinies. ABC locates control in the hands of communities, orients the policy and regulatory environment towards community level asset building for sustainable livelihoods. An ABCD tool uses is a type of analysis where you are looking at whats coming in, what is leaking out and what money is being circulated in the community. As a methodology, asset based community development grew out of the findings of a study of communities that had spontaneously and dramatically improved their economies and social conditions over a period of several years (McKnight and Kretzmann, 1993), has been influenced by participatory methodological traditions and embraces the concept of asset-building, as well as asset-mobilization, for sustainable community-driven development. ABCD is one methodology to help organizations that work at the community level (either in a geographic sense or with target groups) stimulates an asset-based and community-driven development process. Characteristics of the Asset Based Methodology Some characteristics of the Asset Based Methodology for working at the community level are: Purposeful reconnaissance Building a relationship with community members Motivating community members Identifying assets Not mapping but organizing Linking and mobilizing assets for initial community activity Sustaining social and economic development over the longer term Application of ABCD is context specific and depends among other factors on the historic relationship between the intermediary organization and the community, power dynamics within communities, the capacity of formal and informal leadership in the community. Also, cultural factors and the relationship between communities and local and state governments (especially regarding access to assets) are important in the relationship context. A definition of community attempts to establish a common understanding of the complex concept of capacity building (McKnight and Kretzmanns, 1993). In ABCD, a community explores its assets and organizes itself in order to mobilize those assets. The approach recognizes not only financial and natural assets, but human, physical and most importantly social assets the latter being formal and informal associations, which become the vehicles for community development. Important Community Assets McKnight and Kretzmann (1993) have demonstrated that community assets are key building blocks in sustainable urban and rural community revitalization efforts. These community assets include: the skills of local residents the power of local associations the resources of public, private and non-profit institutions the physical and economic resources of local places. McKnight and Kretzmann (1993) found that local economic development is successful when communities are able to identify and mobilize their own assets before drawing on resources from outside and have citizens rather than NGOs or government agencies at the center of the development activity Partnerships are needed to achieve targets of long-term sustainable development. Partnerships provide a viable option for sustainable economic development and benefits for the stakeholders involved, promote transparency and accountability. Partnerships are of interest in the search for effective governance mechanisms in an age of opportunities and threats created by globalization. Local partnerships in Mexico contribute to good governance As a form of governance, partnerships may be weak if the capacity of partners is uneven and share different degree of legitimacy. Co-operation and co-ordination fostered by partnerships are the result of the accountability framework reconciled with collective strategic planning. If local communities have weak capacity, participatory democracy and public accountability are challenged. Public sector, firms, communities and civil society as partners differ significantly. The accountability of partnerships may be undermined when NGOs and the unstructured civil society are represented on a volunteer basis and their interests may not be the ones of the community, giving way to conflicts of interests. Elected officials are accountable to their constituencies and public officials are accountable to government. If large firms and governments are the stronger partners, may help to build the capacity of weak partners. Small and medium enterprises (SMEs) as partners may not be properly represented if there are not mechanisms to enable broad representation. Coalitions, Partnerships, Alliances, Joint Venture or Consortiums In order to define the types of organizations that can legitimately be labeled TSs, we might place multiparty organizations along a continuum that ranges from the loosest form of collaboration, on the left of the diagram in Figure 2.1, to the tightest. At the looser end of the spectrum are coalitions. They usually have the least structure, often relying only on terms of reference and a decision-making process, and are apt to be used for advocacy purposes. In that case, they forgo a vision development process in favor of a process for reaching agreement on objectives on an advocacy strategy. Coalition is a term favored by health promoters for a TS aimed at achieving common goals (Roberts, 2004, p.26). 1.1: Continuum from the loosest to tightest collaborative structure. Source 🙠 Roberts, 2004, p.26) In the following matrix that is based on Himmelmans matrix of strategies, illustrates the range of activities, resources, and characteristics for organizations and community relationships. 2.2: Matrix of Strategies for Working Together Source: (Roberts, 2004, p.28) Sole organization vs. Trans-organizational systems (TSs) If a sole organization joins with other organizations to create a trans-organizational system, more of the environment comes under the influence of the new TS. The turbulence caused by complex problems in the environment can be addressed by the consolidated resources and knowledge base of the new TS. The span of the TS covers considerably more than the single organization (Robert, 2004, p.18) Trans-organizational systems (TSs) are organizations too. They must meet the criteria specified above for organizations, including having a system principle and transforming knowledge by adding value. As organizations of organizations, they are functional social systems existing in the space between single organizations and societal systems such as government. They are able to make decisions and perform tasks on behalf of their member organizations, while the member organizations maintain their separate identities and goals (Robert, 2004, p.25). Trans-organizational knowledge sharing with customers and business partners results in the mutual benefits of better customer service, more efficient delivery times, and more collaboration (Alrawi, 2007). This dynamic makes knowledge a commodity that can be exchanged for revenue or more knowledge (Alrawi, 2007). These concepts are characteristic of the trusted advisor relationship, in which the client organization relies upon the consulting organization for guidance, recommendations, and insight in addition to facts, figures, and designs. The trusted advisor relationship is an important element of trans-organizational collaboration, being both a requisite element for the process to occur, as well as a by-product of successful trans-organizational collaboration (Kleinfelder, 2008). Sole and Trans- Organization Systems and Communities Sole organization in its Environment Trans organization system in its Environment Trans-organizational Development for community Development In the organizational and management literature of the past 15 years or so, many successful inter-firm relationships are described as being based on a hybrid form of co-operation where business partners are neither friends nor strangers (Lorenz 1988) and where the structure and quality of relations are constituted somewhere between market and hierarchy. Strategic alliances and organizational networks are increasingly seen as a very promising form of trans-organizational relationships (Bachmann, 2007). Trans-organizational Development (TD) is a purposive, planned change strategy concerned with creating and improving the effectiveness of inter-organizational coalitions. Unlike bounded, over organized systems found within most organizations, coalitions frequently exhibit indefinite boundaries and under organization (Sink, 1991). As such, they may demand more than the traditional organization development (OD) strategies to effect change. A TD checklist was developed to guide change agents in dealing with coalitions. Developing or increasing shared norms and values, and establishing predictable, regular structures, roles, and technologies are primary tasks of the policy entrepreneur/TD change agent (Sink, 1991). Trust, Power and Control in Trans-Organizational Relations Large parts of the existing literature on trust building on wider political and philosophical aspirations are inspired by a harmonic vision and the deep desire to see benevolence and altruism prevail in social relationships between economic actors. Against the background of this observation, the issue of trust has moved centre-stage in many contributions to the analysis of trans-organizational economic activities. Under current macro-economic developments, trust is seen as becoming the central mechanism to allow for an efficient solution of the problem of co-coordinating expectations and interactions between economic actors. While hierarchical relations are mainly controlled by bureaucratic procedures and top-down mechanisms of co-coordinating interactions, market relationships between anonymous buyers and sellers are based on the idea that economic actors simply use their individual resources and market power to follow their idiosyncratic interests, irrespective of what damage they might impose upon others (Bachmann, 2007). The possible problems connected to hybrid relations, such as the increased vulnerability of individual organizations or possible mutual blockages between them, particularly when fast decisions are needed; obviously rate low compared to the possible advantages, and are often altogether ignored in the literature (Bachmann, 2007). Trans Organizational Competencies Followings are some characteristics of Trans Organizational Competencies Organizational Capacity and Dynamics: 1. Creates and employs assessment models to assess organizational environment, needs, assets, resources and opportunities with respect to mission and policy development and assurance functions 2. Identifies and communicates new system structures as need is identified and opportunity arises 3. Develops system structures utilizing knowledge of organizational learning, development, behavior and culture (NPHLDN, 2005) Trans- Organizational Capacity and Collaboration According National Publication Health Leadership Development Network about Trans- Organizational Capacity, (NPHLDN, 2005): 1. Identifies and includes key players, power brokers and stakeholders in collaborative ventures 2. Develops, implements and evaluates collaborative and partnering strategies, including task force, coalition, and consortium development 3. Facilitates networking and participation of all stakeholders including broad and diverse representation of private/public and traditional/nontraditional community organizations 4. Facilitates identification of shared or complementary mission and creation of common vision 5. Creates trans-organizational systems utilizing a common values based approach with ethical standards 6. Develops and evaluates collaborative strategic action plans 7. Facilitates change through a balance of critical tensions within collaborative systems Community and Community Partnership Nowadays there are new communities for example online communities, online communities are network-based resources where people with common interests can go online to communicate (using list servers, bulletin boards, etc.) and share resources also Online communities exist on the Web for people with shared interests, for instance: Communities exist for sports, hobbies, parent groups and support groups (Lazar, 2002). The mission of Community Partnerships is to create opportunities for all to pursue their dreams and engage fully them in community (CPIs Mission, 2009). Also according Jim Patty Sherman: We firmly believe that our sons transformation would not have been possible without the support we received from Community Partnerships. They have helped bring the joy of parenthood back into our lives and helped write a happy ending to the first chapter of his life. So it should be provided direct services to organizations and adults with developmental disabilities to develop them well (CPIs Mission, 2009). This is adopted as a move towards understanding of Community Partnership (Community Development Foundation, 1970). A Good Community Partnership: Is crucially concerned with the issues of powerlessness and disadvantage: as such it should involve all members of society, and offers a practice that is part of a process of social change. Is about the active involvement of people in the issues which affect their lives. It is a process based on the sharing of power, skills, knowledge and experience. Takes place both in neighborhoods and within communities of interest, as people identify what is relevant to them. Is collective process, but the experience of the process enhances the integrity, skills, knowledge and experience, as well as equality of power, for each individual who is involved. Seeks to enable individuals and communities to grow and change according to their own needs and priorities, and at their own pace, provided this does not oppress other groups and communities, or damage the environment. Where takes place, there are certain principles central to it. The first priority of the Community design process is the empowering and enabling of those who are traditionally deprived of power and control over their common affairs. It claims as important the ability of people to act together to influence the social, economic, political and environmental issues which affect them. Community Design aims to encourage sharing, and to create structures which give genuine participation and involvement. Is about developing the power, skills, knowledge and experience of people as individuals and in groups, thus enabling them to undertake initiatives of their own to combat social, economic, political and environmental problems, and enabling them to fully participate in a truly democratic process. Must take the a lead in confronting the attitudes of individuals and the practices of institutions and society as a whole which discriminates unfairly against black people, women, people with disabilities and different abilities, religious groups, elderly people, lesbians and gay men, and other groups who are disadvantaged by society. It also must take a lead in countering the destruction of the natural environment on which we all depend. Community Development is well placed to involve people equally on these issues which affect all of us. Should seek to develop structures which enable the active involvement of people from disadvantaged groups, and in particular people from Black and Minority Ethnic groups (Community Development Foundation, 1970). So in designing an effective partnership, designers should not them to implement them in their projects for a good community design. Conclusions The importance of Community design and innovative organizational structures within the knowledge-based modern economy is becoming increasingly important and has received greater attention in the literature recently (Kleinfelder, 2008). Before trans-organizational collaboration can be effective, the potential collaborating orga

Love and Money in Kurt Vonneguts God Bless You, Mr. Rosewater :: God Bless You Mr. Rosewater

Love and Money in Kurt Vonnegut's God Bless You, Mr. Rosewater "A sum of money is a leading character in this tale about people, just as a sum of honey might properly be a leading character in a tale about bees." (p.7) God Bless You, Mr. Rosewater; or Pearls Before Swine is a satirical story of a millionaire Eliot Rosewater, the president of a fabulously rich Rosewater Foundation, who suffers from total love for all humanity. He decides to go his own way and moves with his money to Rosewater, Indiana. There he becomes a volunteer fireman (one of his obsessions) and opens an office where he helps all people who need help. A lot of people, however, don't approve of Eliot's behavior (his father, for instance, and many many influential and powerful people who are somehow concerned). They look for a way to deprive Eliot Rosewater of his presidential post and, thus, to save the money from being spent on dirty people. The most obvious way is to prove Eliot's insanity. God Bless You, Mr. Rosewater is Kurt Vonnegut's fifth novel and, I daresay, it is his most positive and humane work yet. As you might guess from the quote in the beginning of this essay, it is a book about money. Kurt Vonnegut managed to write a book about money and love without the ugly word versus between them. It shows that money and love can exist together. Mr. Eliot Rosewater is an example of a man who found his own answers, who re-invented himself and the world he was living in, who dumped the future that had been carefully planned for him, and who started to love people and help them with the inherited millions. "...we may not be able, Vonnegut is saying, to undo the harm that has been done, but we can certainly love, simply because they are people, those who have been made useless by our past stupidity and greed, our previous crimes against our brothers. And if that seems insane, then the better the world for such folly..." (John R. May) The novel tells us that we do not have to accept the world as it is, that we can find our own, individual answers to everything and, if not change the world (the book does not end with a promise of a perfect world), then at least help it. And Eliot succeeds. Even though he is considered to be crazy, he helps hundreds of people in need.

Custom Snowboards Essay

Custom Snowboards, Inc. is interested in securing funding to expand into the European market. Financial statistics have been provided within this report to discuss the feasibility of this expansion. To fund the project, Custom Snowboards wishes to secure capital debt of $1,000,000. Custom Snowboards has seen considerable growth in the percentage of sales and substantial increase in revenue. They expect future sales to continue to rise, which would be beneficial to the lender and Custom Snowboards. A horizontal analysis will be reviewed and will reveal the Custom Snowboards financial position over a three-year period. This will help in the actual approval process. The review will look at key points and will help to confirm Custom Snowboards ability to successfully expand into Europe. Profitability The financial health of a company reviews sales, total assets and net worth in relation to how profit was earned (Hunt, 2013). Thus, income statements from a threeyear period will be reviewed and this will help develop a picture of Custom Snowboard’s financial health. Net Sales Net sales increased 32,200 or 0.49% from year 12 to year 13. This indicates strength within Custom Snowboards, even though the increase was minimal. Year 13 to year 14 net sales dropped by 3.4% or $225,400. This does not bode well for Custom Snowboards and could cause a concern regarding the ability to repay the debt. The CUSTOM SNOWBOARDS Company’s corrective action plan should be reviewed to see if the changes implemented worked. Cost of Goods Sold The cost of goods sold in year 12 and 13 increased by 0.49% or $22,400. This  is considered strength. It makes since that net sales increased that the demand for goods sold increased as well. However, when net sales decreased in year 13 and 14 so did the demand for goods sold. This decrease is equal to a decrease in sales of 3.4%. There was no over spending during this time frame and is determined by the cost of goods sold and net sales percentages were exactly the same. Gross Profit Year 12 and 13 saw gross profit increase by $9,800. Again, sales were increased, so gross profit was increased by 0.049%. The gross profit was above $2,000,000 during year 12 and 13. Gross profit by year 14 had dropped 3.4% or $1,950,200. This is a concern for Custom Snowboards, since it represents a reduction in revenue and viability. Operating Income Operating income for year 12 and 13 dropped by $63,000 or 23.56%. The operating income continued to drop during year 13 and 14. By year 14, the operating income had fallen $109,000 or 53%. This is a concern for Custom Snowboards and they may have trouble paying all their liabilities. Custom Snowboards finance team plans to implement protocols to correct deficiencies in operating income. Earnings before income taxes Earnings before income taxes dropped by $57,800 or 30% in year 12 and year 13. This continues to drop 82.74% during year 13 and year 14. However, Custom CUSTOM SNOWBOARDS Snowboards lost $106,000 on earnings before income taxes. Earnings before income taxes help establish a measurement of profitability, but do not really represent cash earnings (Investopedia, 2013). To decide on credibility, other factors have to be considered along with this item. However, Custom Snowboards wants to ensure transparency and accuracy in trying to secure this debt. Net Income Net Income was down $43,350 or 30% during year 12 and year 13. This drop continued into year 13 and year 14 by continuing to drop 82.74% or $80,175. This is a concern for Custom Snowboards. This indicates potential problems exist, such as workflow, production, and pay. Furthermore, the financial picture of the company is not a healthy one. Liquidity Trading activity within Custom Snowboards liquidity is characterized as high. The horizontal analysis will determine how quickly cash can be converted into use. Also, the horizontal analysis will help determine the company’s liquidity and the ability to meet obligations. Cash and Cash Equivalents Shares and bonds that can be easily converted into cash are considered cash and cash equivalents. This converted cash is then immediately available for use. Custom Snowboards had a cash and cash equivalent of 83.8% during year 12 and year 13, but that dropped to 7.2% in year 13 and year 14 since sales dropped during that period of time. This would be a concern for Custom Snowboards and indicates they may not have the CUSTOM SNOWBOARDS 5 assets available to keep immediate cash flow available, especially if sales are not as expected in Europe. Total Current Assets $142,260 or 19.3% represents the total current assets of Custom Snowboards during year 12 and year 13. However, in year 13 and year 14 total current assets fell 16%. This is a concern for Custom Snowboards since the company must have enough assets to fund operations and pay expenses. Continued low sales and limited assets is a concern for lenders and poses the question if Custom Snowboards would be able to meet its financial short-term obligations. Solvency Custom Snowboards appears to be financially solvent from the review of the income statement and balance sheet. Custom Snowboards has reduced liabilities and maintained consistent repayments to reduce long-term financial obligations. This is strength for Custom Snowboards since they saw sales drop. Long-term Liabilities Year 12 and Year 13 saw long-term liabilities drop 6.4% and then drop another 6.8% in year 13 and year 14. This is strength for Custom Snowboards and shows a determination in reducing these liabilities. Custom Snowboards is attempting to demonstrate they are committed to expansion and growth. They anticipate the European expansion will help generate sales and earnings that will help them meet their long-term liabilities. CUSTOM SNOWBOARDS 6 Total Liabilities Custom Snowboards posted total liabilities of $54,640 in year 12 and year 13, which is down 5.5%. Total liabilities continued to show a decrease during year 13 and year 14 of 6.2% or $57,520. This is strength for Custom Snowboards and shows a determination to reduce debt. Custom Snowboard has provided transparency of its financial records to provide an understanding of the mission of the company and to help with the approval process in securing the $1,000,000 debt. A2. Risks Profitability is important in any business. To ensure profitability, cost-saving measures must be considered and initiated to reduce financial risks (Hunt, 2013). This will help Custom Snowboards continue to grow and see sales grow. Net Sales Net sales dropped $225,400 or 3.4% in year 13 and year 14. Merkgraf (2013) believes the way to increase net sales is to hold staff accountable after the implementation of specific sales strategies and the setting the bar high. To accomplish this, the focus will need to be on repeat sales. This can be accomplished through marketing and thus the marketing budget will need to be addressed and have additional funds. Marketing and public relations can help increase the drop in sales and to inform consumers Custom Snowboards is planning expansion into the European market. A realistic goal to strive for is a 20% increase in sales each year for the next five years to help recover from the loss in sales and revenue. This will make the company more profitable and increase the net operating income. Marketing must focus on repeat customers and initiating creative promotional  incentives that will bring in customer interest. Sales staff must also find CUSTOM SNOWBOARDS These incentives beneficial so they are able to be resourceful when utilizing sales tactics and to turn potential customers into actual customers. The actual plan must implement methods that are cost effective and do not increase cost during production. The goal is to reduce spending and costs and increases sales. Gross Profit Gross profit was recorded at $1,950,200 or a decrease of 3.4% at the end of year 14. This is a concern since the goal of all business is to increase gross profit to make the company more valuable. The company must increase sales to keep gross profit up. Operating Income Year 12 and year 13 saw operating income drop $63,000 or 23.56%. Operating income continued to decline in year 13 and year 14 to $109,000 or 53%. Again, sales must increase for an increase in operating income to be seen. A possible strategy to increase sales is to offer personalized snowboards. These snowboards can be priced less than other snowboards, thus making them more attractive to the customer. Also, it gives the customer a chance to obtain a product different from others and cheaper than others, which can increase the interest to purchase the product. Earnings Before Income Taxes Year 12 and year 13 earnings before income taxes dropped $57,800 or 30%. This decline continued into year 13 and year 14 with a drop of $106,000 or 82.74%. This is not a good sign for Custom Snowboards. Costs need to be cut and management will need to determine where the areas that can be trimmed exist. The goal of any business is profitability and growth. The company will need to demonstrate they are capable of CUSTOM SNOWBOARDS 8 meeting financial obligations when expansion into the European market is well underway. Net Income Net income dropped 30% or $43,350 in year 12 and year 13. This drop continued into year 13 and year 14 with a total drop seen of $80,175 or 82.74%. This indicates a poor financial picture and position for Custom Snowboards. There may be production or workflow problems that may become apparent and be concerning to lenders. This drop in net income affects everyone within the company. To increase net income, sales must be increased. Thus, the minimal advertising budget must have additional funds allocated to increase sales and public relations. This is especially important during expansion to let customers know Custom Snowboards will be involved within the European market. Cash and Cash Equivalents Cash and cash equivalents were recorded at 7.2% in year 13 and year 14. This is a substantial drop from previous recordings. To avoid liquidity concerns, Custom Snowboards must increase the balance in cash and cash equivalents. Root causes for the decline must be determined and corrective plans must be implemented. An increase in marketing and public relations to increase product awareness is one example that could be implemented that would help generate sales. Total Current Assets Assets are important in the business arena and profitability needs to rise for a company to be successful. Total current assets dropped 16% in year 13 and year 14 for Custom Snowboards. This is a concern and companies that see assets drop are not profitable and over time lose money (Hammel, 2013). Total current assets need to be CUSTOM SNOWBOARDS 9 raised and to do so debt needs to be paid off or even down. However, Custom Snowboards needs to redirect some monies to be utilized during the expansion process. A3. Ratio Analysis The solvency of Custom Snowboards will be reviewed and confirmed by the ratio analysis. Custom Snowboards is seeking a loan for $1,000,000 and has great potential for growth in the snowboard market. The snowboard market has seen a demand for the product and an increase in sales. Income statements and balance sheet from two years of financial information will be reviewed and presented. Profitability Gross Profit Margin Custom Snowboards financial health is determined by the gross profit margin. Year 13 Custom Snowboards gross profit margin was 30.4. This means Custom Snowboards retained $0.30 out of every $1.00 earned. Year 14 saw no change in the gross profit margin. A gross profit margin of only 30.4 is not a strong margin ratio and indicates a weakness for Custom Snowboards, especially when the industry average was 32.1%. Custom Snowboards experienced a reduction in sales and was able to maintain the $0.30 per dollar in revenue, which indicates strength within the company. It goes without saying that profitability will be low when gross profit ratio is low (Horngren, 2009). Custom Snowboards plan to help the expansion project by eliminating expensive liabilities. Net Profit Margin Custom Snowboards net profit ratio was 1.5% in year 13 and with a downturn in sales in year 14 the ratio had dropped to 0.3%. This was well below the industry average CUSTOM SNOWBOARDS of 5.1% recorded by Winter Sports. This is a concern for Custom Snowboards since the business sustainability is in question if profit drops or is absent. Custom Snowboards needs to increase sales and show an increase in profits to ease any concerns lenders may have regarding the company’s efficiency to reverse the unforeseen decrease. Return on Total Assets Custom Snowboards return on total assets was recorded at 5.4% in returns in year 13, which is considered a strong performance. The profitability and sales were strong as well. However, Custom Snowboards return on total assets had dropped to 1.0% by the end of year 14 due to poor sales and profitability. A major competitor, Winter Sports, recorded a more profitable year at 4.8% return on total assets. This demonstrates the competitor was able to control overhead better than Custom Snowboards. Return on Common Equity Return on common equity demonstrates how equity is effectively used to create  more profits and is a significant ratio for the company. The return on common equity for year 13 was 11.4% and is seen as strength for Custom Snowboards. It figures to $11 return on every $100 earned by the company. However, by year 14 the return on common equity had dropped to $2 on every $100 earned. This was subpar and below the industry average. A major competitor, Winter Sports, recorded 8.1% return on common equity ratio. Liquidity Current Ratio Problems with liquidity can be found within a common financial ratio. This will give an idea of what the working capital position is like for that company. Furthermore, CUSTOM SNOWBOARDS it will be a good indicator to determine if a company will be able to repay a debt within a 12-month time frame. A company with a high current ratio often has cash or inventory necessary to pay for short-term debts. The current ratio for Custom Snowboards during year 13 was 6.82. This is an acceptable number, as 2 often is the indicator that determines whether a company is able to pay for short-term liabilities. Again, year 14 saw a decrease in numbers and lost almost one full point in the current ratio dropping to 5.84. This is not a cause for concern, but demonstrates strength for Custom Snowboards and their position to meet short-term liabilities. This ratio is better than a major competitor, Winter Sports, who recorded a current ratio of 4.20. Acid-Test Ratio Investopedia (2013) defines an acid-test ratio as one that determines whether inventory needs to be sold to cover immediate liabilities or if a company has enough short-term assets to do so. Along with a current ratio, the acid-test ratio should have a higher number to be in a better financial position. Year 13 recorded the acid-test ratio at 6.82 and year 14 at 3.64. Year 13 and year 14 are seen as strengths, since an acid test ratio should have a 1 or higher to be considered able to meet current liabilities. Year 14 saw Custom Snowboards lose sales in a struggling economy yet maintain a higher acidtest ratio than the industry average of 3.40. Again, this is seen as strength for Custom Snowboards and the ability to meet short-term obligations. Solvency Debt Ratio A debt ratio is reviewed to see the financial ability of a company to repay its debts and the ability to have a â€Å"cushion† to fall back upon should the need arise. Custom CUSTOM SNOWBOARDS Snowboards has stringently worked to accumulate large cash and cash equivalent balances to help in case of an economic downturn and prevent a cash crisis. The debt ratio was 52.5% in year 13 and 50.4% in year 14. This reduction demonstrates company strength, since Custom Snowboards was able to continue to reduce debt while facing a decline in profits and sales. However, Winter Sports were able to record a lower debt ratio of 38%. Custom Snowboards must develop a strategic plan to increase sales, reduce costs, and reduce current debts so they are able to reduce the risks for insolvency. Time Interest Earned A higher time interest earned ratio is indicative on how well a company can make payments on interest owed for debts. To find this ratio, you must know the total earnings before interest and taxes of a company then divide by the total amount of interest due on the debt. Custom Snowboards recorded a 2.58 time interest earned in year 13 and 1.29 time interested earned in year 14. A time interest earned ratio of 1.5 is indicative of the company’s ability to make payments on the debt. Thus year 13 is strength for Custom Snowboards and was generating enough money to meet the interest payments owed. However, year 14 saw a decrease and a weakened financial position. This was due to a decline in sales and difficulty generating revenue. Winter Sports had a much stronger financial position and recorded a time interest earned ratio of 5.10. B1. Historical Analysis The past and present performance information of Custom Snowboards liability and equity will be reviewed utilizing a horizontal analysis for year 12, year 13, and year 14. The balance sheet and income statement will be reviewed and compared to measure CUSTOM SNOWBOARDS 13 growth and reduction. The review will also look for insolvency so corrective actions may be implemented. Net Profit Net sales and growth in profit is important for company existence. Net sales for Custom Snowboards were recorded at $6,601,00 in year 12 and increased by $32,200 or 0.49% in year 13. Year 14 saw a decrease in net sales and recorded a drop of 3.40% and net sales of $6,407,800. Net sales, when up, indicate strength for a company and are indicative of a thriving business, but when down there is an effect on profit that everyone notices. Cost of Goods Sold The cost of goods sold in year 12 and year 13 increased 0.49% and recorded expenditures of $32,000 more in year 13 on cost of goods sold. This actually amounted to the same as net sales during the same time period. Year 13 and year 14 saw costs of goods sold drop and net sales drop to 3.40%. These can be seen as strengths for Custom Snowboards since they are meeting the demand for their product and demonstrating a relationship between profit and cost of goods sold (Kennon, 2013). Gross Profit Custom Snowboards recorded an increase in gross profits of 0.49% in year 12 to year 13. This is not surprising since net sales and cost of goods sold were recording an increase at this time. This is considered strength for Custom Snowboards because gross profits increased when sales increased. Year 13 to year 14 gross profits saw a dramatic drop of 3.40% or $600,000 due to the decline in sales from the economic downturn and the possibility of competitors selling similar products at reduced costs. CUSTOM SNOWBOARDS 14 Operating Expenses Operating expenses for Custom Snowboards increased 4.21% or $733,000 in year 12 and year 13. This trend continued into year 14 and increased another 2.23% or 40,400 to a total of $1,853,200. Custom Snowboards must find a way to determine how operating expenses can be reduced without raising product prices yet increasing sales. General and Admin Expenses Custom Snowboards increased administrative salaries 4.76% in year 12 and year 13 when sales were increased as well. Salaries also increased during this  time period 13.63%. This makes sense because sales were increased, so production would need to be increased as well. Administrative compensation is a concern upon review and rose from $210,000 in year 12 to $250,000 in year 14. Year 14 saw sales drop and gross profits drop. The demand for products has been reduced and this is not feasible that compensation should continue to increase more than 13%. Executive Salaries Custom Snowboards increased executive salaries 2.63% in year 12 and year 13. The company proceeded to increase executive salaries again in year 13 and year 14 10.26%. This is not feasible and a concern for Custom Snowboards. The company needs to be cutting operating costs and compensation of executive salaries since a loss of sales and demand for products has happened. Custom Snowboards needs to standardize production practices for maximum efficiency, reduce staff hours to compensate for the decrease in production demand, and reduce costs while the demand remains low. CUSTOM SNOWBOARDS 15 Utilities Custom Snowboards recorded increased utility costs of 7.14% or $17,000 in year 12 and year 13 and then a continued increase of 1.96% or $5,000 increase for year 13 and year 14. The increase in year 12 and year 13 is not surprising because the demand for products was higher and sales were increased. The cost for utilities and energy consumption should then have decreased when production demand waned. The utility budget for Custom Snowboards was not realistic, since sales increased 0.49% or $32,200 and that is less than half of what monies are provided within the utility budget. Current Assets Changes in percentages on multiple accounts can affect profitability. Custom Snowboards recorded current assets that changed period to period by increasing and then decreasing. Cash and Cash Equivalents Custom Snowboards recorded an 83.8% increase in cash and cash equivalents in year 12 and year 13. This gave the company a large cash balance and the  ability to meet short-term obligations without problems. A 7.2% reduction in cash and cash equivalents in year 14 was recorded when sales declined. The higher the cash and cash equivalents the more availability the company has to liquidate assets to cover short-term obligations. Accounts Receivables Custom Snowboards recorded a minimal increase of 0.5% in accounts receivable during year 12 and year 13. To have an increase in accounts receivable is a concern for the company since it’s indicative that customers are often having trouble making payments for products purchased. Accounts receivable was improved in year 13 and year CUSTOM SNOWBOARDS 16 14 when a decrease of 3.4% was recorded. This would be strength for the company and indicate the customer has paid for products purchased and revenue is moving in the right direction. Raw Materials Inventory Raw materials inventory increased 0.5% in year 12 and year 13, but decreased 3.4% in year 13 and year 14. To have limited raw materials inventory for production is strength for Custom Snowboards. This limited inventory is easy to store when sales decline and easily accessible when sales rebound and production increases. Liabilities Liabilities are obligations owed on short-term and long-term debts. Custom Snowboards decreased liabilities 5.5% in year 12 and year 13. The company was further able to reduce liabilities 6.2% in year 13 and year 14. This is strength for Custom Snowboards and is indicative of positive financial repayments. Accounts and Notes Payable Custom Snowboards accounts and notes payable increased 0.5% in year 12 and year 13, but decreased 3.4% in year 13 and year 14. This is considered strength for Custom Snowboards and is indicative of positive financial repayments. Total Current Liabilities Custom Snowboards total current liabilities increased for year 12 and year 13 0.3%, but year 13 and year 14 recorded a decrease of 3.4%. This is strength for the company and again shows a positive repayment history that exhibits creditworthiness. This should tell lenders that Custom Snowboards is committed to repaying liabilities even when a decline in sales happens. CUSTOM SNOWBOARDS 17 B1a. Future Performance A trend analysis will be conducted to view financial changes that have transpired over the multiple years within Custom Snowboards. These changes will then be calculated, evaluated and used for comparison to the base year to help develop a plan of action and provide direction for which Custom Snowboards will head financially. The base year is year 12 with $6,601,000 in net sales at 100%. Net sales recorded minimal growth in year 13 at 0.5% over base or 100.5%. Monetarily net sales recorded a $33,200 growth in year 13, which is not seen as a strong growth, especially since the demand for the product was decreasing. Year 14 recorded a drop in net sales to 97.1% from baseline in year 12 and 96.6% in comparison to year 13. This is a concern for Custom Snowboards since sales could not be maintained. Procedures may need to be reviewed to check for inconsistency and inefficiency in production and sales so this may be corrected and sales can be boosted. Pricing adjustments can be made and the product may become more appealing to potential and existing customers. Custom Snowboards forecasts a recovery of 3% in year 15 on the trend analysis, which will help strengthen their financial picture. Management envisions growth and net sales will occur and increase consistently as the economy improves. The forecast for year 16 is not as favorable as year 15 and net sales drop 1% or $100,000. The prices on products will be adjusted to remain competitive within the industry. Management believes the economy will recover then net sales and revenue will improve. Year 17 is forecasted to improve 3.7% over base line or total earnings of $6,647,452. This trend analysis shows the management of Custom Snowboards believes the company can recover and become prosperous and grow. CUSTOM SNOWBOARDS 18 B2. Improvement Revision Line items in use will be reviewed in the overhead analysis to see what is profitable, cost effective and best practice for personalizing snowboards. The goal for Custom Snowboards is to increase net sales and revenue and limit liabilities, while making everyone happy. The company must maintain prices that can be competitive within the industry and European market yet maintain profit margins that are reasonable to succeed. A traditional costing method is currently implemented at Custom Snowboards. The company currently has two product lines, regular snowboards and customized snowboards. The individual type of snowboard and the inventory ordered for each determines the cost of each snowboard. The assumption is the manufacturing cost drives the price of the product. The concern with this type of cost driver is it does not take into consideration all the underlying costs that affect the overall product price (Johnson, 2013). Custom Snowboards must be more accurate in production costs to have increased profits without rising product pricing and remain competitive in the industry. Activity based costing could be something Custom Snowboards wants to implement to help obtain a more accurate picture of production costs. This method allows a company to see the overhead in manufacturing and what each activity actually costs in the production process. It is more accurate and adjustments can be made with specific activities to reduce the amount of money spent. Custom Snowboards produces regular and personalized snowboards. Activity based costing can compare these manufacturing processes and see where the overhead costs are in each step of the production process for each product. The material and labor CUSTOM SNOWBOARDS Costs for both traditional and activity based costing is $3,375,143 for the regular snowboard. The personalized snowboard material and labor costs is $1,177,344 utilizing both the traditional and activity base costing methods. Custom Snowboards has a lump sum overhead charge for manufacturing using the traditional costing method. Regular snowboards sum is $1,068,982, while the personalized snowboards sum is $334,048. Utilizing the traditional costing method the total production cost is $4,444,125 for the regular snowboard and $1,511,392 for the personalized snowboard. Activity based costing distributes costs among the activities it takes for manufacturing to help determine accurate product pricing. Some activities included in activity based costing consideration are product development, quality control, package assembly and shipping, and miscellaneous items. Regular snowboards have a manufacturing cost of $546,863 utilizing the activity based costing method. Personalized snowboards activity based cost for manufacturing is $856,167. Thus, total cost for production for regular snowboards is $3,922,006 and personalized snowboards is $2,033,511. The activity based costing method reveals Custom Snowboards has overspent during the manufacturing and production process while utilizing the traditional costing method. The new personalized snowboards have a greater factory setup cost, but should decrease over time as the product is sold. One improvement identified is packaging and shipping of both products. There is a significant difference between the cost with regular snowboard packaging and shipping costing $266,072 and personalized snowboards packaging and shipping cost of $66,516. This is quite a dramatic difference, especially CUSTOM SNOWBOARDS Since regular snowboards comprise on 20% of sales while the personalized snowboard sells 80% of the sales output. The activity based costing method can help trim costs and overspending while being able to forecast more accurate pricing and sales to ensure a better return on investment. Custom Snowboards could utilize the just in time costing method that follows the principle materials do not sit in the warehouse, but are â€Å"pulled† when the demand is there for the product. This is not an ideal costing method for some businesses, since it leaves no wiggle room when forecasting the future. The just in time method does minimize costs and production time, since these things take place when there is a demand for the product and no excess inventory is left sitting around. This leaves more cash for the company to re-invest and improve costs. For just in time costing to work requires the company to forecast sales and evaluate excess inventory and materials. Custom Snowboards had $143,136 in excess inventory in year 14. This will continue to increase by 0.1% annually if no adjustments are made to production. Custom Snowboards has previously had excess inventory and materials left over annually. Utilizing the just in time costing method can help increase income for the company and help save time, costs, and resources during the production demands. B3. Internal and External Risks Risks that can be controlled by the company are internal risks. Risks that happen outside of the company and the company cannot control are external risks. External risks often happen without warning and this is why companies must have the forethought to be prepared for many things. Some external risks include environmental issues, currency CUSTOM SNOWBOARDS Exchange rates, economic factors, and legal issues both domestic and internal. Internal risks may include production staffing, language barriers, and management structure. Management Structure and Staffing Staffing and management structure would be considered an internal risk since Custom Snowboards will have to make changes in the management structure with expansion into Europe. The company will have business operations in two countries and the goal will generally need to remain the same at both locations. The leaders will need to be both effective and efficient to guide the company to a successful transition. Staffing will play a major role, since multiple positions will have multiple people working in that role in both facilities. The leadership of the company will have to evaluate these positions to maximize efficiency to work towards increased revenue and profits. Loss of Focus Expansion may often cause a shift of business focus to change and move away from important issue like quality assurance, production efficiency, and production deadlines. Leadership must ensure the company has a strong core to stay focused on the business goals for current and future project successes. Language and Cultural Barriers Expansion into Europe is bound to cause language and cultural barriers. A new country and market can cause interactions to be strained if language and cultural barriers cannot be breached. Language is important in business to ensure communication is effective the company must have leaders that know the language in the new country and are sensitive to the cultural differences for a successful expansion. It would be CUSTOM SNOWBOARDS Deferential to offend potential customers, thus ruining company relations. The business goal is to prosper. Currency Exchange Rates The expansion into the European market will require Custom Snowboards to deal with foreign currency. The foreign currency rates change frequently and Custom Snowboards will have to convert this into US Dollars. The company will have to ensure they are not losing money on their products and they are not overspending on production costs. The company cannot control this external risk factor, but they do need to try and prepare for any eventually that may affect the company. The US economy may be strong, but a variety of things can cause this to crash and the same goes for the European economy. Foreign economy can lead to large fluctuations and for great revenue gains, but it also means it can cause big losses as well. International Legal Risks International and US legal risks are similar in nature and can cause several problems. Custom Snowboards must understand the tax laws and operations as it expands into the European market. The company must understand the legal standards of the business operations in the market. The company must ensure they have met all the obligations of the law within the countries they will be providing services to and to defray any problems that may arise. Also, by understanding these laws Custom Snowboards can eliminate costly legal fees and fines. Environmental Risk An external risk beyond Custom Snowboards control is an environmental risk. Snowboards require snow and winter. Environmental factors can severely affect sales of CUSTOM SNOWBOARDS Snowboards. Dry, warm climates are less likely to need a snowboard. Marketing is important in this aspect and should focus on areas that have winter seasons and snow. European areas vary in climate and marketing should focus on areas that are prime for skiing. Weather patterns may also play a role in environmental risk. El Nino and La Nina can affect the winter season and how much snow and how cold the area actually gets. Complete Customer Service Customer service is important with any business. The goal is to help resolve any issues a customer may have to reduce the dissatisfaction. Custom Snowboards will have a large area to cover within the European market and must be cogzignant of a wide variety of languages and customs to be aware of. Customer support should be convenient for all consumers. A positive customer service experience will lead to good reviews and word-of-mouth sales, which boost revenues. Poor customer service travels fast and would hurt Custom Snowboards and reduce sales and revenue. Reputable Suppliers Custom Snowboards must be able to get products to the European plant to produce the snowboards. Communication skills are key to dealing with business partners to reduce any potential obstacles. Business practices must be clarified to avoid any complications. Product quality must be written contractually to avoid any possible confusion. Individuals with good communication skills must be placed in the positions to help secure these suppliers to keep product quality the best and available for production. CUSTOM SNOWBOARDS B3a. Recommendation Management Structure and Staffing A management and staff model must be developed and utilized to mitigate risks. The plan must outline the company’s organizational chart and who reports to whom. The organizational chart will outline each department of the company and the staff that are identified within each department. The company will then develop specific job descriptions for each position to  clarify the role and expectations. Custom Snowboards management team will then be able to identify what positions are exactly needed and where cuts can be made. This will help ensure the strongest staff is in place for the expansion to deal with issues as they arise. A plan in place will ensure the company can ensure smooth transitions for future expansions. Loss of Focus Loss of focus in current business practices requires a business plan to keep the company trained on the goal. The business plan will actually outline the goals Custom Snowboards has and where they want them to lead to. The company will implement the staffing plan into the business plan to mitigate risk. A taskforce will be formed that will focus solely on the management of the US plant, but will receive updates on the planned European expansion. Language and Cultural Barriers Language and cultural issues require training and education to reduce risk. Employees who are educated on languages and cultures are more likely to be comfortable and less likely to offend the customer. Custom Snowboards can hire interrupters’ to help staff until all are comfortable within new positions and skills have been attained. The CUSTOM SNOWBOARDS 25 company should also consider hiring staff from all different cultures to strengthen the moral and company. Custom Snowboards should hold training seminars frequently to reinforce cultural identities served, especially when employees will be traveling to a new area. Currency Exchange Rates Currency exchange rates are external risks, but Custom Snowboards are preparing to reduce any damage that affects the company. The exchange rates change frequently. The company will want to compare products with competitors to understanding pricing concerns prior to the expansion. The cost for production should carefully considered reducing all necessary overhead to increase revenue. The European financial market trends must be evaluated and then trend projections can be created. The financial market is not totally predictable so it not able to mitigate risk completely. International Legal Risks A legal team that is well versed with international law is key to reduce risk. Also, a management team that is aware of potential pitfalls and risks associated with international is key to have in charge during expansion. The company must comply with all laws and ensure they understand all the laws of the countries that they will be doing business with. The company should educate staff on what laws are pertinent to their respective departments and keep them abreast of changes. Custom Snowboards should ensure they have enough cash available to survive, should issues arise. Environmental Risks Custom Snowboards has absolutely no control over the environment. They can ensure plants and warehouses are up-to-date and in stable condition to be able to weather CUSTOM SNOWBOARDS Any type of weather they may encounter. Production needs to take place in multiple areas, so should something happen to one area they can continue production without further losses. Custom Snowboards can review and analyze annual weather reports to help forecast trends and be prepared for the unexpected. An environmental risk can take many forms and is hard to predict and control. The company must have multiple contingency plans in place for this reason. Customer Service Customers are essential to a business. The profitability of a business relies greatly on how satisfied a customer is, repeat business and potential new customers because of word of mouth advertising. A toll free call center will allow customers to call in with any questions or concerns regarding the products purchased. Custom Snowboards staff will be able to address these concerns and questions, but only after undergoing an educational training session and establishing a process standard of communication. The company will develop a communication and relationship curriculum to help focus on long-term relationships (Joseph, 2013). Reputable Suppliers Custom Snowboards must research suppliers available within the area of the  European expansion to ensure a reputable supplier is found that is both reliable and has quality products. The business terms and contractual details must be attended to minimize the chance of fraud. The contract must be written in terms that both parties understand to ensure no misunderstandings take place. It would be helpful for Custom Snowboards to employee area natives to help interpret when needed. CUSTOM SNOWBOARDS B4. Potential Returns Custom Snowboards is planning to expand into the European market. They will expand their customer base, increase revenue and experience a growth rate. Projected annual sales are expected to increase for year15 to year 19. Year 15 annual sales of $1,271,720 are projected and expected to increase to $2,390,085 at year-end of 19. Also projected to increase is net cash flow especially as this has a direct relationship with the cost of goods sold. The forecast net income peaks at $256,703 in year 19 up from $98,550 in year 15. The European expansion is projected to build a strong financial future for Custom Snowboards. The Net Present Value and Internal Rate of Return are reviewed when looking at the capital budget of a business. The future value and present value of a company is indicated based on cash flows under the net present value. Custom Snowboards is ready to invest $1,000,000 into an expansion project in Europe. This is based on cash flows over five years and the present total value of the company with a market change factored in or $1,028,437. This means the company will be profitable in the European market and see a return on their initial investment. The internal rate of return looks at the rate the project grows at. Custom Snowboards looks at to return 10.8% over 5 years based on the initial $1,000,000 investment. The minimum rate of return or hurdle rate is set at 10%. This means the company will make a profit in the future on the initial investment. The net present value and internal rate of return are beneficial to companies when predicting future growth on investment. Companies tha t have a strong net present value and internal rate of return are able to secure loans and expand. This is important for the future CUSTOM SNOWBOARDS 28 successes of companies. Custom Snowboards is predicting returns on their initial investment with the European expansion and increases in revenue. Custom Snowboards must evaluate their fiscal responsibility to determine if leasing or buying is in the best interest of the company. The company will need to put a $50,000 down payment from working capital and $800,000 to either buy or lease a facility. Analysis determines purchasing a facility would be in the best interest of the company. The present value outflow to lease is $653,355 and $597,723 to purchase a building. The tax deductions available would provide a benefit to the company as well. Custom Snowboards should consider obtaining borrowing money for a long-term debt from an outside source. The optimal capital structure that would provide the best return is to fund the project in Europe over five years. This would allow for 1.547 earning per share to accrue even though the debt will require a 6% interest rate on return. This will also help preserve cash flow since a constant repayment is easier to budget and earnings can continue to grow. Custom Snowboards is reliable and creditworthy. This will be easier for them to obtain the long-term debt. Debt financing can provide a benefit to Custom Snowboards since they would be able to deduct interest on the business taxes at the end of the year (Daniels, 2013). Having an outstanding debt can be a downfall for a company as well. The company is under the obligation to make payments to the lender in a timely manner and if the projected revenue is not as expected this will be detrimental to the company and capital structure. The budgeting process will help Custom Snowboards decide to expand into the European market. The management team must look at all the capital budgeting CUSTOM SNOWBOARDS 29 techniques to understand the total viability of the project. The decision will not be an easy one, but will require careful review of the entire financial picture. B5. Summary Custom Snowboards has demonstrated that European expansion is an idea that is viable for the company. The company must now decide if they wish to build, merge, or acquire within the European market. This will not be an easy decision, but meticulously made after analyzing the capital structure and  corporate strategies. Custom Snowboards has the option to build a new plant within the European market. They would need to determine where the plant would be located and acquiring the necessary land and permits. The company would be required to start from scratch to get started. The plant would be built to the company’s specifications and could be economical, but would require a large amount of money for start-up initially. Buying a building is another option available to Custom Snowboards, but ties the company to the area. This would be the smartest move based on the financial data available. It would be cost effective and allow the company to move in after the building is adapted to the needs of the company. However, leasing a facility would give Custom Snowboards the opportunity to leave the area if the forecasted expectations are not attained and things are not as viable as hoped. Custom Snowboards has the option to merge with SnowFun, Inc. This would provide the expansion into the European market that Custom Snowboards desires. The merger would provide the opportunity to increase profits, earnings per share from $0.98 to $1.18, have less competition, and expect a strong return on investment. SnowFun stockholders will benefit more from the merger than Custom Snowboards in regards to CUSTOM SNOWBOARDS 30 earnings per share, since SnowFun will see earnings per share will go from $0.26 to $1.18. Custom Snowboards would have 200,000 market shares pre-merger and 500,000 after the merger has taken place. Custom Snowboards can buy shares back to reduce the amount available to the public and the stockholders will increase the earnings per share. This would be beneficial to the stockholders, but is not always available immediately after a merger has taken place. Custom Snowboards would also see increased company worth if a merger took place. They would gain invaluable contacts from SnowFun and gain insight on the European snowboard market that they would not otherwise have. However, a merger would leave the company with excess employees. This can lead to disgruntled employees and low staff moral. Customers may be aware of this and shy away from purchasing products from this newly merged company. Custom  Snowboards will need to ensure everyone feels valued and is happy. It would be beneficial to find displaced employees another position, but that is not always possible. This would go along ways to reassure customers as well, as it shows the company is willing to make concessions to keep the customer happy and taken care of. Finally, Custom Snowboards could acquire SnowFun, Inc. Custom Snowboards would then have to buy out SnowFun and acquire full ownership of the products, materials, and debts they have. SnowFun is requesting $720,000 from Custom Snowboards to acquire full rights to the company. The net present value of SnowFun is $732,522. An increase of $12,522 would be seen for Custom Snowboards over a fiveyear period. This option would increase the earnings per share to $2.40. CUSTOM SNOWBOARDS As mentioned with the merger option, Custom Snowboards would gain invaluable contacts from SnowFun and gain insight on the European snowboard market that they would not otherwise have. The company would increase earnings per share for stockholders. They would have factory and production equipment readily available to start production right away without delay. They would gain product development knowledge from what SnowFun had previously completed and this could lead to refined processes of current products. However, a merger would leave the company with excess employees. This can lead to disgruntled employees and low staff moral. Customers may be aware of this and shy away from purchasing products from this newly merged company. Custom Snowboards will need to ensure everyone feels valued and is happy. It would be beneficial to find displaced employees another position, but that is not always possible. This would go along ways to reassure customers as well, as it shows the company is willing to make concessions to keep the customer happy and taken care of. Also, it is hard to integrate two companies and acquire the debt from SnowFun. This could harm the company if they do not budget for this newly acquired debt. Custom Snowboards best option is to decline the offer to acquire SnowFun, but to merge the companies. The costs to start a new company would be limited and there would be a readily accessible building, contacts, product knowledge, market  knowledge, and increased earnings per s hare. Not all employees will be able to retain their job, however the employees that remain will be the most knowledgeable regarding the product to boost sales and revenue. This will help the company attain the success it hopes to achieve. CUSTOM SNOWBOARDS 32 B6. Presentation The recommendation was made to initiate a merger between Custom Snowboards and SnowFun, Inc. The financial information reviewed shows the companies will produce an increase in capital from net sales and reduce production costs. This will provide the stockholders with a higher return on investment due to growth after the merger has taken place. Merging will not require Custom Snowboards to acquire a large amount of funding or long-term debt since a stock exchange will take place. The earnings per share for Custom Snowboards will increase $0.92 and SnowFun $0.20. A total of 500,000 shares will be available after the merger. SnowFun will receive 3 shares to every 1 share that Custom Snowboards receives. There are four structures to review: Long term debt, 30% long term debt and 70% common stock, 80% long-term debt and 20% common stock, and no long-term debt (common stock only). Custom Snowboards hopes to obtain $1,000,000 through one of these types of structure. The earnings per share for each year based on earnings before interest and taxes from the European forecasts for year 15 through year 19. Earnings Per Share Year 15 Year 16 Year 17 Year 18 Year 18 Year 19 Long-Term Debt 0.034 0.203 0.407 0.589 0.720 1.953 30% Long- Term/70% Stock 0.068 0.130 0.204 0.270 0.318 0.99 80% Log- Term/20% Stock 0.052 0.165 0.300 0.422 0.509 1.448 No Long- Term Debt (Stock Only) 0.072 0.121 0.179 0.231 0.268 0.87 CUSTOM SNOWBOARDS 33 The long-term debt option would be the second choice for expansion for Custom Snowboards should they not want to merge. The total earnings per share in year 19 would be $1.953 and higher than any other option. The long-term debt would also have consistent payments monthly that would be easier to budget and to forecast sales against. Custom Snowboards is a viable company that is growing and making advances. Areas of improvement do need to be made to continue this progressive growth, but they are in a position to expand into Europe. Thanks to financial responsibility they are in the position to take on debt if necessary to make this expansion happen. A merger with SnowFun, Inc. would provide virility to the company and provide a positive base for continued growth. CUSTOM SNOWBOARDS 34 References Hunt, J. 2013. What determines a Company’s Profitability? Retrieved on May 11, 2014 from http://smallbusiness.chron.com. Investopedia. 2013. Activity-Based Costing – ABC. Retrieved on May 2, 2014 from www.investopedia.org. Investopedia. 2013. Operating Income. Retrieved on April 30, 2014 from www.investopedia.com. Johnson, R. 2013. Traditional Costing Vs. Activity-Based Costing. Retrieved on May 3, 2014 from http://smallbusiness.chron.com. Joseph, C. 2013. Advantages & Disadvantages of Customer Service Jobs. Retrieved on May 11, 2014 from http://work.chron.com. Kennon, Joshua. 2013. Cost of Goods Sold – COGS. Retrieved on May 11, 2014 from http://beginnersinvest.about.com. Markgraf, B. 2013. How to Increase the Net Operating Income Without Increasing Sales Retrieved on May 7, 2014 from http://smallbusiness.chron.com. Stone, R. 2013. Language Means Business. Retrieved on April 30, 2014 from http://www.strategy-business.com.

Competitive Advantage of Wal Mart Essay

Every company is trying to avoiding failure and the goal is to have a sustaining competitive advantage. But when do companies have a sustainable competitive advantage? It depends on three factors: the barriers to imitation, the capability of competitors and the dynamism of the industry development. In the 1970s Wal Mart lost their competitive advantage. Sears had a better positioning like Wal Mart. Therefore Wal Mart distinguished the situation and improved its distribution system. It created new trade channels to save costs and invest in new information technology to improve their situation. Wal Mart found a way to change their strategies and structures to change their competitive conditions. Over time, Wal Mart got strong partnerships with suppliers. This was a key element to improve their performance on the market and it`s not easy to imitate. Those partnerships work now since a long time and other competitors might lack the volume of purchases Wal Mart can offer. With some diversifications like Sam’s Club, a new way of supercenters or their plan for the international expansion Wal Mart was able to confine from their competitors. Wal-Mart was the first low price company and retailer which expanded around the world. The CEO of Wal Mart focused on small-town markets and ignored the national discounters. So, Wal Mart has huge distribution capabilities and this is very difficult to imitate from competitors. The most significant advantage of Wal Mart is their using of the satellite system. They are using this system to compress their costs and get a distinguished communication system with all employees to every time. The overall achieved employee satisfaction has the advantage of highly motivated employees. This is an overall management issue and when the employees are motivated, the customers are feeling good and well served. In future, Wal-Mart was committed to find new ways to have the competitive advantage of the market. They invest in different strategies like trendy fashions, offering organic food and remodeling stores to achieve a high satisfaction during the shopping by customers. So, they were able to use the economic crisis to win new customers. A lot of people search after low price shopping possibilities. So investors cheered at Wal-Mart and the company outperformed both rival target and the S&P 500 index. Wal Mart holds its quality due to the constant low priced policy. This EDLP is not easy to replicate unless you can offer consistently low prices. On account of the points Wal Mart is able to secure a sustaining competitive advantage at the moment. They are reacting directly and design their company with the time and respond on their employees and customers. Their competitors are able to imitate their policies but this can`t happen within the next year because Wal Marts` advantages are way to complex. As long as Wal Mart is always developing its competencies and keeping on track with the environmental changes, they do have a sustainable competitive advantage in the US.