Case for Analysis Marching Towards Market Essay Example for Free

Case for Analysis Marching Towards Market Essay Introduction Whirlpool Corporation is a Fortune 500 company and a global manufacturer and marketer of major home appliances, with annual sales of approximately $20 billion. Whirlpool entered the Indian market in the late 80s, and had entrenched itself as a formidable player in the Indian home appliances market by the mid 1990s, with a comprehensive product portfolio covering washing machines, refrigerator, microwave ovens and air conditioners. Today, Whirlpool is one of the most recognized brand in home appliances in India and holds a market share of over 20%. While Whirlpool is an acknowledged player in many of the water purifier markets across the world for the past several years now, Whirlpool entered the growing water purifier market in India in 2008. Given its focus on â€Å"attaining market leadership through Customer loyalty†, Whirlpool aspires to be the market leader in the water purifier market by 2012. This case presents the situation of the water purifier market in India, and poses challenges that Whirlpool will have to overcome to achieve its vision of becoming the market leaders. Drinking Water : A perspective Even as world bodies and governments across the continents are strategizing to manage the growth humanity in a holistically sustainable manner, availability of safe drinking is a major area of concern for all. As high as 884 Mn people in the world do not have access to safe water. This is roughly  one in eight of the worlds population. 1.4 million children die every year from diarrhoea caused by unclean water and poor sanitation one child every 20 seconds. Approximately 80% of diseases in India are caused by water borne micro organisms. This is true in rural as well as urban India. However, awareness of health risks linked to unsafe water The use of water can be broadly divided in to two major categories, namely for Consumption (drinking, cooking etc) and Sanitation. This case focuses on water used for drinking purposes. A brief on Water Treatment methods Throughout human history, different methods of treating water before consumption have been devised. Up until about 100 years ago, it was always found that water flowing from natural springs was safe for drinking in its natural state, but in the 21 century even spring water is first scientifically tested before it is recommended or bottled for drinking. Each of the above methods carries with them significant disadvantages either from a convenience point of view or from health and hygiene perspective. This calls for more sophisticated methods of purifying water, to suit with the evolving lifestyles in the societies. Current State-of-the-Art Water Purification Technologies Today, the more sophisticated and commercially available water purifying technologies are, †¢ †¢ †¢ Manual fill Purifier (Drip Type) Ultra Violet (UV) purification Reverse Osmosis (RO) purification The latter two are generally referred to as Electronic Water Purifier technologies (EWP); by exception, the first one is referred to as Non EWP.  The above three are given in the order of chronological evolution, with RO technology being the latest in the Water Purification technology. The manual fill purifiers do not run on electricity, which is a scarce resource in many parts of rural India, and also have significantly lower costs in comparison to the EWPs. Interestingly , these manual fill purifiers which primarily use chlorine or UF technology are at par in performance with UV in terms of microbial protection. UV has been the oldest technology in the industry. It typically involves preliminary stages of filtration, followed by treating the filtered water through UV rays to deactivate the microbial organisms.   In the RO technology, even the smallest of microbial organisms are filtered using the reverse osmosis technology. RO technology especially scores over UV when the Total Dissolved Solids (TDS) count in the source water is high . One disadvantage of RO systems is the wastage of significant quantum of water during its processing. Needless to say, the costs of the products under these different technologies increase from manual fill purifiers to UV purification systems to RO purification. The typical price range of manual fill purifier products is Rs. 1500 to Rs. 3500, while the UV products range in price between Rs. 4000 to Rs. 9000. The RO products are priced on the higher side starting from Rs. 8000 to Rs. 20000. Many products available in the market today in India use a combination of technologies but for the products in the lower end technologies (manual fill purifiers). Water Purifier Market in India The delivery of purified water in the Indian markets follow two conduits, namely, water purified in purification plants delivered to residences and other consumption locations (e.g. restaurants) in cans; and installation of water purification instruments at the place of usage. While the former  One of the oldest methods of treating water, and one still used constantly in Third World and often in developing nations or areas that have seen recent natural disasters, is boiling to kill microbes (but this causes loss of taste and may leave in dirt). Other methods of water treatment include filtering and distilling, use of chemical agents such as Iodine or Silver or Potassium Permanganate into the water supply, or the use of candle filters. methodology predominantly uses multiple technologies mentioned above, provides economies of scale and eliminates initial costs of investing in equipments, the costs involved in distribution of the treated water counters these economies of scale. The l atter provides for visibility and ease of use, which are significant perceived benefits in comparison to the former. While both the delivery mechanisms exist, the latter is fast catching up. This case focuses on the latter, which is typically referred to as the Water Purifier industry. This industry is broadly divided in to two categories namely Electronic Water Purifiers (EWP) comprising of products using UV or/and RO technologies and Non Electronic Water Purifiers (Non EWP) comprising of products that use the manual fill purifiers. Frost and Sullivan report of primary research in 2009, estimates the total market size of the Water Purifier industry in India to be 2000 Cr of which 63% is from product sales and 37% is after sales revenue. Despite the size of this industry, the Water Purifier industry in India has a low penetration (2% Urban and 0.5% All India) as per IRS 2007 and is growing at a strong rate (others use traditional water treatment methods like boiling and filtering, or use of chemical additives like Chlorine, Potassium permanganate etc). As per AC Nielson 2006 study( and internal estimates), the industry is expected to touch approx 2.3 mn units by the end of 2009. Expected growth rate of 15% and a CAGR (‘04-‘09) 21%. The average ASV of the industry is Rs 6700. With a size of approx 1.7mn (units), the EWP market is divided into 2 sub-segments – RO (30% sal) UV (70%). The RO segment is the premium end of the category and has an ASV of Rs 12000 while UV has an ASV of Rs. 7000 .RO UV growths , CAGRs(‘04-‘09) are (15% ,16%) and (10% ,10%) respectively. The Non-EWP segment operates at a sub 2K ASV (Rs 1900). This segment is witnessing an explosive growth with the entrance major players like HUL etc . The Annual growth rate was witnessed at 25% while CAGR(‘04-‘09) at 77%. It is important to note that the technology sold in a given local market is also dependent largely on the characteristics of the source drinking water in the given demography. For example, a region like Delhi with high TDS calls for RO technology, while regions like Cochin with low TDS would depend on products with UV technology. Also, one of the detriments to EWP products is the availability of continuous flow of source water and availability of power, both of which advantages are addressed the products dependent on Manual Fill Purifier technology. While the major element of the market in the water purifier equipment business in India is still in the unorganized sector, branded products are catching up and their market share is improving. The major branded players in the market are Eureka Forbes (AquaGuard, AquaSure brands), Kent, Philips, HUL (Pureit), Ion Exchange (Zero B) Ushabrita and Whirlpool (Purafresh). As per Frost and Sullivan report 2009 , Market share by player and by technology- Approx Shares ( for 2008) Eureka Forbes: RO(20%) , UV(35%) , Drip Type(33%) Kent: RO(25%) , UV(0%) , Drip Type(0%) ZeroB: RO(15%) , UV(0%) , Drip Type(0%) HUL : RO(0%) , UV(0%) , Drip Type(42%) OTH: RO(40%) , UV(65%) , Drip Type(25%) The Non-EWP segment was primarily dominated by local players until recently, when HUL entered the category with its drip type purifier under the brand Pureit at a break through price of Rs 1800 and took the market by storm. The other key players in this segment are Ushabrita Eureka Forbes. The channel for this segment has traditionally been the Direct to Home (DTH) route, with this route still accounting for a whopping 65% of the product sales in this category. The ratio of Eureka Forbes’ DTH sales is higher at 75%. On the trade side(contribution bal 35%), the DAP channel (Domestic Appliances Products) accounts for the larger proportion of the share with 65% while the Durable Trade accounts for the remaining 35%. The DAP Channel mainly consists of small appliance sellers  who sell products like iron , blenders , mixers , gas burners etc. These retailers primarily sell products which lie within the price range of Rs 500-Rs 5000. They are typically not in the prime locations in the market place and their shopfloor size is on an avg10X10ft. The products are displayed mostly in a packed form. The products are sold very close to the MRP and the discounts offered are in the range of only 5-10% HUL has made an entry through a unique channel. It has opened up a large number of ‘Water Safe Zones’ / â€Å"Product Experience Centres’ and is pushing the volumes from there while catering to direct to home service as well While HUL is establishing itself in the entry level segment through consistent advertising and promotions , the more established players in UV RO like Eureka Kent too are active in the media space and are seen promoting their products through several media elements. Recently, HUL was seen rolling out a ‘Rs 1 Crore’ challenge offer and heavily promoting the same. At the same time Eureka Forbes was also seen throwing a ‘Money Back Guarantee’ offer on its products. Eureka Forbes operates with a strong sales service force of 6000 people on the company rolls along with an equally large group of third party franchises. The company has been under pressure to expand its volumes since the avg the productivity of its sales team has come down over years. Lately, they have been seen heavily focussing on retail through their ‘Aquasure’ brand while the ‘Aquaguard’ brand is operating in the DTH section. Kent has its own sales service set up in Northern India while it depends on third party franchises for its operation in the rest of the country. It has branch offices in 6 cities (AP , Karnataka, Kerala , Mumbai , Gujarat , West Bengal). In order to counter HUL’s explosive growth, Kent recently rolled out a NON-EWP (UF based) purifier at a price of Rs 2500 under the sub-brand  Ã¢â‚¬â„¢Kent Gold’. This product is being primarily marketed through the retail channel. HUL has set up its Safe water zones with external KSPs ( Key service providers) while continuing to have its internal sales team supervising the operations . In Delhi for example , it has 27 such zones with a sales team of 750 sales men, 17 Territory sales executives (TSE) , 3 business development executives (BDE) , 1 area head.(AH) and 2 service officers . The TSEs, BDEs AH are on company rolls. The following table summarizes the typical product price points in the various segments. Price range (In Rs) Unorganized 1500-2500 4000-6000 8000-12000 Organized 2000 – 3500 6000-9000 8000-20000 Whirlpool Not Applicable Not Applicable 12500-20500 Segment Non EWP Ultra Violet (UV) Reverse Osmosis (RO) Whirlpool’s entry in the Water Purifier Market in India Whirlpool has been present in the Water category in all the key regions of the world including US, Canada, NAR, Europe, Brazil, Mexico Asia in several value added segments like water heaters, bottled water dispensers, water softeners , Refrigerator filters etc. Whirlpool entered the Water Purifier Market in India in the early 2008 to tap in to the growing Water Purifier Market, focused on the RO segment to start with, with the launch of the Purafresh range of purifiers. Currently, Whirlpool Water Purifier products are available across all markets in the country. Whirlpool has garnered a Market Share of 5% in the RO segment in the past 1  ½ years. The Water purifier category is a perfect brand fit for Whirlpool. It is a home appliance used by the home maker to provide safe and pure drinking water to her family, thus building a strong case of placing trust in the brand. This category will lend a lot of credibility to the Whirlpool brand. Whirlpool’s communication strategy also revolves around reinforcing this element of Trust. Equipped with Whirlpool’s patented 6th Sense technology, the new ‘Purafresh’ water purifier is the first Reverse Osmosis system on the market that not only purifies but also protects the purity and freshness of the water with its prestigious gold seal certification (from GOLD Seal of Water Quality Association, USA WQA). Purafresh is available in three models – Purafresh Platinum, Purafresh Elite and Purafresh Deluxe. Trigger Questions for Analysis Given the situation described above, suggest a comprehensive â€Å"Go-To-Market† plan following a systematic methodology for Whirlpool to achieve its overall objective of achieving market leadership in the Water Purifier Market (in the organized sector) by 2012, and its interim goal of achieving market leadership in the RO segment, ensuring its premium brand image, and its operational philosophies (given in the annexure for ready reference). A) Understanding and presentation by a Systematic methodology. B)Inputs: Should reflect comprehensive understanding of the company and competitive environment. 1) Analyze company development , history, Growths. 2) Identify Strengths , weaknesses , 3) Analysis of external environment (Porter 5 forces , SWOT etc) C) Outputs: Understating should result in output 1) Strategy on all 4 P’s 2) Channel Strategy ( Spl Focus) a) Evaluation of SWOT b) Key market insights c) Business Level Strategy d) Recommendations (including articulation of hypothesis) e) innovative approach especially in the communication/promotion strategy Phase II Build a detailed business plan arising out of the above strategic plan, and project the profitability of this business over time, including investments that may be required for new products and their market entries, while achieving this objective. Recommendation evaluated by 1) Strategy 2) Product choice 2) Financials ( volumes, Margins , costs , etc) 3) Process of executing strategy 4) Innovative approach/ideas. {In the first phase, the second phase question and related references should not be circulated} Whirlpools high end Purafresh platinum model, is Indias first and Only Direct Flow RO with no storage tank enabling immediate consumption of freshly purified water with 72 litres per hour capacity (Normal RO products have 8-10 litres per hour capacity). It has an advanced 5-stage purification process and also boasts of a first–of–its–kind electronic interface with a Filter change indicator, which alerts the consumer on the need to change the filter and thus ensures continual purity protection of the water. Other diagnostics functions like no water on tap indication, self cleaning mode indication, and water extraction indication makes it the most advanced and best in class product available in the Indian market today. Whirlpool entered the Indian market mainly leveraging their strength in the durable retail channel and has the highest share (30%) of all Water Purifier sales in this channel. Whirlpool has also entered the DAP Channel and are currently having a 10% share in that channel. The â€Å"Surging to Lead† Challenge Given its focus on â€Å"attaining market leadership through Customer loyalty†, Whirlpool aspires to be the market leader in the water purifier market by 2012, with an interim goal of attaining market leadership in the RO segment by 2010, while at the same time maintaining its brand position. This, no doubt, is a challenging aspiration for Whirlpool, given the well entrenched players in the market like Eureka Forbes, aggressive players like HUL who is focused on tapping the market at the â€Å"Bottom of the Pyramid† and a large unorganized market who would significantly benefit from the growth fuelled by these players. However, Whirlpool has to its advantage of its strong brand position in the hearts and minds of the home makers, and a strong, well established channel in the white goods market. The challenge for Whirlpool is to leverage its strengths, and perhaps work out completely innovative market strategies if it has to achieve its intent of becoming a  market lea der in the Water Purifier Market in general, and that in the RO segment. Annexure : A brief about Whirlpool Whirlpool, right from its inception in 1911 as first commercial manufacturer of motorized washers to the current market position of being worlds number one manufacturer and marketer of major home appliances, has always set industry milestones and benchmarks. The parent company is headquartered at Benton Harbor, Michigan, USA with a global presence in over 170 countries and manufacturing operation in 13 countries with 11 major brand names such as Whirlpool, KitchenAid, Roper, Estate, Bauknecht, Laden and Ignis. The company boasts of resources and capabilities beyond achievable feat of any other in the industry. Whirlpool initiated its international expansion in 1958 by entering Brazil. However, it emerged as truly global leader in the1980s. This encouraging trend brought the company to India in the late 1980s. It forayed into the market under a joint venture with TVS group and established the first Whirlpool manufacturing facility in Pondicherry. Soon Whirlpool acquired Kelvinator India Limited in 1995 and marked an entry into Indian refrigerator market as well. The same year also saw acquisition of major share in TVS joint venture and later in 1996, Kelvinator and TVS acquisitions were merged to create Indian home appliance leader of the future, Whirlpool India. This expanded the companys portfolio in the Indian subcontinent to washing machines, refrigerator, microwave ovens and air conditioners. Today, Whirlpool is the most recognized brand in home appliances in India and holds a market share of over 20%. The company owns three state-of-the-art manufacturing facilities at Faridabad, Pondicherry and Pune. Each of these manufacturing set-ups features an infrastructure that is witness of Whirlpools commitment to consumer interests and advanced  technology. In the year ending in March 09, the annual turnover of the company for its Indian enterprise was Rs.1,719 Crores. The companys brand and image speaks of its commitment to the homemaker from every aspect of its functioning. It has derived its functioning principles out of an undaunted partnership with the homemakers and thus a slogan of â€Å"You and whirlpool, the worlds best homemaker† dots its promotional campaigns. The products are engineered to suit the requirements of smart, confident and in-control homemaker who knows what she wants. The product range is designed in a way that it employs unique technology and offers consumer relevant solutions. Whirlpool Corporation : Vision and Mission Whirlpools pervasive vision, â€Å"Every Home, everywhere, with pride, passion and performance†, rests on the pillars of innovation, operational excellence, customer-centric approach and diversified talent. These are embedded within our business goals, strategy, processes and work culture. Be it our products that are the result of innovation and operational excellence to meet every need of our consumers or the people behind these products that come from a wide spectrum of backgrounds, everything we do features a distinct Whirlpool way. Core Competencies Innovation: Unique and compelling solutions valued by our customers and aligned to our brands create competitive advantage and differentiated shareholder value. Operational Excellence (OPEX): A methodology for solving problems continuous improvement of products processes through pursuit, acquisition, and utilization of knowledge using critical thought and planned experimentation helps us achieve operational excellence. Customer Excellence: Excelling the customer expectation from the company, its brands,  products and services are a three-step process. The three steps are: Know a customer, Be a customer, Serve a customer. Knowing a customer helps us know who our customers are, how to treat them, how we add value, and what the drivers of brand loyalty are. This information is gathered from the customers data base history. This way we are better able to customize products for them and recommend the right product to solve problems. Being a customer is important to share customer knowledge and insights, drive actions based on customer insights, be passionate about our brands and customer loyalty and provide a positive voice for our brands. We show empathy for customers and seek to resolve their problems by creating consistent customer touch-points, with our endeavour always being to provide unique solutions for the customer . Whirlpool Corporations Transformation Agenda Whirlpool is transforming into a completely customer-centred company where the customer lies in the core of every of our functions. This focus has arrived as direct consequence of our core IDEATE up of five elements: competency of customer excellence. It allows us to build Customer Loyalty. The transformation is made The elements of the transformation hold the promise of making Whirlpool a growing company and thereby increasing value for our shareholders. The five  elements are the basis for describing our strategy internally and guide the development of our plans and initiatives. Whirlpool has swiftly moved from being a World Class Manufacturer to a World Class Marketer using the brand-building framework. We are dedicated to creating unique branded solutions that build customer loyalty and achieve brand excellence.

An Analysis of Marks and Spencer Essay -- BTEC Business Marketing GCSE

An Analysis of Marks and Spencer INTRODUCTION TO THE FIRM AND ITS INDUSTRY Marks and Spencer is one of the largest retailers in the United Kingdom, and is also known as a major retailer selling diverse product ranges under their own exclusive brand in more than thirty countries. Customer confidence in the Marks and Spencer brand remains second to none. According to recent research undertaken by the Company, it shows that, in clothing, Mark and Spencer has a clear lead over all its major competitors in the key areas of fit, quality, trust, breadth of range and customer service. In November of 2000, Marks and Spencer will launch a trial of three new lingerie-only outlets in Paris, Hamburg and Dusseldorf. According to industry statistics, Marks & Spencer remains the clear leader in the UK lingerie market, with over thirty percent of the market share. These pilot stores, distinctly branded 'msl', are designed to showcase the product range, taking the very best of Marks & Spencer lingerie to the Continent. Moreover, twenty-five percent of the 'msl' range has been designed exclusively for the continental market (Marks & Spencer PG). According to David Norgrove, Marks & Spencer Executive Director, the new stores developed by Marks and Spencer "clearly show how we can give customers what they want in the way they want it. Today we have both depth of product and a variety of retail formats, so that we can encompass factory outlet stores and designer clothing under the Marks & Spencer brand. Our new concept stores carry a wide range of products and services tailor-made for its local customers but, at the same time, we are also launching the European pilot of a specialist retail format which builds on our core strength in lingerie. All of these products and formats are being in response to customer research, to meet a proven need" (Marks & Spencer PG). THE COMPETITIVE STRUCTURE OF THE INDUSTRY The British retailer Marks & Spence decided to close its one Edmonton store, along with fourteen others across Canada, with the eight remaining stores being closed just one month later. This marked the ending of Marks and Spencer's 26-year run in Canada. The chain announced its Canadian pullout, which will affect only sixteen staff, was a surprise for Canadian shoppers. Heritage Mall manager Kirby Nishikawa said "the shutdown hurts the shopping cen... ...rnational expansion plans and probably sell U.S. clothing chain Brooks Brothers. EXPAND E-COMMERCE Sell online through partnerships with Microsoft Network, the BBC's beeb.com, and digital-television providers such as Telewest (Capel 35). A Marks & Spencer spokesman confirmed that its non-executive directors changed their minds over who should lead the company last autumn because of the huge changes within the business. Over the next five years the company is expanding its selling space by nearly a fifth in Britain and by forty percent in overseas markets (Rankine PG). By the year 2005, Marks & Spencer should once again be on the top of their category. Works Cited: Author not Available. "Outlook: M&S investors don their hair shirts." Independent, (1999), 21. Capell, Kerry. "Britain: lighting a fire under Marks & Spencer." Business Week International, (2000): 35. Le Riche, Timothy. "Closure date set of M&S leaves voide at Heritage Mall." Edmonton Sun, (1999): July, 44. Marks and Spencer. "Marks & Spencers Launches Two New Formats." (2000), October: PG. Rankine, Kate. "M&S asks outsiders to review strategy." The Daily Telegraph, (1998), PG.

New York Life – Marketing Management Case Analysis

BAB25 – Case analysis 2: New York Life and Immediate Annuities Unlike the old days where a retiree could rest assured that they could live out the rest of their life on their pension and social security checks, the retirees of today receive their pensions paid out in a lump sum that takes the place of the pension check, but encompasses the total amount a retiree has to live on until they pass away. This creates uncertainty in the amount a retiree can spend per month, and if the total amount is sufficient to last them until they pass away. Immediate annuities help to create certainty in the financial situation of retirees. While retirees can be certain that they will receive a social security check each month, the amount of income they are able to receive from their pensions can vary depending on their contribution plan. Immediate annuities are a one-time purchase that guarantees a monthly payment for the remainder of the purchaser’s life. They solve the problem well as they take away the uncertainty of where a retiree can receive their income from, they are the â€Å"ideal vehicle to guarantee retirees a lifetime income† (Rotemberg & Gourville, 2010, p. ). Generally speaking, neither the buyers (the retirees) nor the sellers (agents/advisors) of immediate annuities are very enthusiastic about them. Consumers have several interrelated reasons for not buying immediate annuities. Firstly people are often not familiar with immediate annuities, which evidently causes fewer buyers. Then, buying immediate annui ties means spending a large sum of money as usually immediate annuities cost at least $100. 000 or more. This large sum of money has to be paid at once, while the purchase is irrevocable which causes doubts, most importantly because the retiree does not know if they will live long enough to make the purchase profitable. If not, more money will be put in the purchase than they will get out of it, meaning it is quite a gamble to buy immediate annuities (Rotemberg & Gourville, 2010). The agents and advisors that are supposed to sell immediate annuities, on the other hand, also have their doubts. Investment advisors actively manage their clients’ money. Immediate annuities do not allow for this as it is a one-time investment. This also means that the advisor/agent gets a one-time commission, which is less profitable compared to collecting multiple fees from one client over time for revocable investments (Rotemberg & Gourville, 2010). Additionally, advisors/agents often also do not have enough knowledge of the product, making it very hard to sell. Agents/advisors that do have knowledge of the product often state that immediate annuities are a bad retirement product. Only 9% of financial advisors (strongly) prefer the product, against 64% having a (very) weak preference for it (Morgan Stanley Research, 2007, as used in Rotemberg & Gourville, 2010). New York Life (NYL) has set its mind on growing the Guaranteed Lifetime Income (GLI) business in the future, but faces several possible paths in order to reach this goal. To be as cost-efficient as possible, we think that the company should select its pool of end-customers wisely. The focus on retirees should be maintained and even enforced, as many still do not know the products proposed by NYL. Furthermore, the focus should be broadened to a larger target group, to include the â€Å"typical† customers of the companies, families with children. As noted by Rotemberg and Gourville (2010), NYL tends to build long term relations with its clients, as agents follow them over time and sell multiple contracts to them. We can think that an ageing family would present a â€Å"risk management mindset†, as their children's future is not secured yet. We can hence position the product by presenting it as a safe solution adapted to one's own needs. Differentiating the product from those of NYL's competitors is important; potential clients of GLI annuities should understand the superior benefits of the product. Building on the company's reputation, GLI annuities should be promoted as a long term investment from a responsible company, concerned with its customers and providing long term relations between agents and customers. In order to reach a greater public and change customers' mindsets, we need to strengthen the core components of the company. For this, we believe that the focus should be put on NYL's agents rather than collaboration with investors that would force NYL to compromise on its values and products. While the pool of agents is already significant, only 4000 of them sold GLI annuities, as only 40% of the 11,500 agents had received the training specific to the product (Rotemberg & Gourville, 2010, p. 12). Therefore we believe that the GLI business would grow if all agents are trained to improve their knowledge of the products and hence their services to customers. We believe that the pool of agents should be increased gradually as number of customers grows in order to sustain the aforementioned values of NYL while the price of GLI annuities should not be changed, considering the customized services NYL provides. Instead, they need to focus on convincing customers that they're worth their price as their product is unique. i. e. NYL needs to emphasize the novel aspects of its product to differentiate from competitors', while promotion should be built on NYL's values.

Jetblue Ice Storm - 6625 Words

JetBlue Airways: Regaining Altitude after the Valentine’s Day Massacre of 2007 A Submission to the Arthur W. Page Society Case Study Competition 2 Abstract Valentine’s Day 2007 changed the course of history for JetBlue Airways. The upstart low-fare airline – which had enjoyed unprecedented acclaim from customers and industry observers – suddenly found itself in the midst of its first major operational catastrophe. A winter storm that enveloped the New York metropolitan region and JetBlue’s hub at John F. Kennedy International Airport left hundreds of the company’s passengers stranded in the terminal, and worse, in planes on the tarmac. The flight disruptions at JFK plunged JetBlue’s entire operation into chaos, forcing the carrier†¦show more content†¦JetBlue was the brainchild of David Neeleman, an industry visionary who promised to â€Å"bring humanity back to air travel.†9 Neeleman, who was born in Brazil but grew up in Utah as part of a large Mormon family, was no stranger to start-up airlines.10 He helped to build Morris Air, a Utah-based airline that Southwest a cquired in 1993 for $129 million.11 Neeleman leveraged his industry experience and connections to create a company that would boast a fleet of brand new airplanes, low fares, and a host of customer-friendly embellishments that legacy carriers and other start-ups would be hard-pressed to match. Neeleman envisioned treating JetBlue’s customers – never referred to as passengers – to comfy and wide leather seats, paperless ticketing, and exceptional service by flight crew members. 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KennedyRead MoreJetblue s Main Hub Is Based Out Of Forest Hills, New York2181 Words   |  9 PagesJetBlue Airways was incorporated in Delaware in August 1998 with its headquarters based out of Forest Hills, New York. JetBlue’s main hub is based out of JFK airport, in New York City. JetBlue is a low-cost domestic airline in the United States that has an interesting combination of implementing its differentiation and low-cost strategies. It grew to become the 11th largest player in the airline industry in a span of six years. The airline was founded by its current CEO, David Neeleman, in February

The Moral Principles Which Control An Individual s Behaviour

Ethics is the name for the moral principles which control an individual’s behaviour. Ethics is also known as moral philosophy, which is the discipline concerned with what is morally right and wrong. In my assignment I will look into how a Utilitarian and a Kantian react to a specific scenario, seeing how both perspectives differ and deciding which one is better in the given scenario. Utilitarianism is the theory in normative ethics that believes the best action is the one which provides the most happiness. This is known as the Greatest Happiness Principle, the belief that the less pain an act produces, the more morally praiseworthy that action will be. Kantianism on the other hand is the belief of Emmanuel Kant, asserting that the act†¦show more content†¦The second is the Hedonic Principle, which is the belief that not all pleasures are of the same worth as you have bodily pleasures, intellectual pleasures and aesthetic pleasures. Finally is the Equity Principle, whi ch believes each individuals happiness is equal when making a decision, nobody’s happiness is more important than anyone else’s. Utilitarian could act several ways in this situation depending on what type of utilitarian they were. The basis of most utilitarian’s decisions is to provide the most happiness and least pain so they would assess whether the happiness of the women outweighs the unhappiness of the shop keeper. An act utilitarian believes in assessing individual situations when making a decision, so in this case an act utilitarian would want to know the background of the women. By assessing the situation an act utilitarian could find out that the women possibly stole because she couldn’t afford baby food and desperately needed it for her baby meaning looking at it from an act utilitarian point of view is effective in producing the best outcome this woman and her baby which would most definitely outweigh the unhappiness of the shopkeeper. So an ac t utilitarian would be likely to not tell as they know the situation of the women and she had to steal for the wellbeing of her baby. A rule utilitarian believes in following general

Great Expectations Character Names Essay - 869 Words

Hello, 7H! The book that I’ve chosen for the Challenging Read Project is Great Expectations by Charles Dickens. Great Expectations is the thirteenth novel written by him; a few of Dickens other books are, A Christmas Carol, David Copperfield and Oliver Twist. Dickens is even viewed by many people as the ‘greatest novelist of the Victorian era’, an exceptionally prestigious title. How does Charles Dickens uses character names? Here are some examples: Abel Magwitch, the convict - The name Magwitch is a combination of the two words ‘magic’ and ‘witch’, making him seem threatening or menacing in a way. On the other hand, the name ‘Abel’ identifies that Magwitch is, in fact, a victim rather than a perpetrator. Pip - The main character and†¦show more content†¦Uncle Pumblechook arranges for Pip to go to Miss Havisham’s house to play, and there he meets and falls in love with Estella. Miss Havisham rewards Pip for all his services by paying for his apprenticeship to become a blacksmith with Joe. Pip is left unhappy because of this. One day a lawyer, Mr. Jaggers, comes to tell Pip that a beneficiary has left him great fortunes, so that he can become a gentleman. Pip believes that the benefactor is Miss Havisham. The second stage of Pip’s life begins when he becomes friends with Herbert Pocket. Pip also makes friends with Mr. Jaggers’ clerk, Mr. Wemmick. Pip is told the background of Miss Havisham. He also is embarrassed by a visit from Joe. Pip is told who his benefactor really is, something that shocks him. This knowledge begins the change in Pip from ungratefulness to the humility associated with home. The third stage in Pip’s life solves all the mysteries. Compeyson, the second convict who was Magwitch’s enemy, is drowned when Pip tries to help Magwitch escape London. Pip finds out who Estella’s mother and father are and is rescued from Orlick. 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Final Exam Acc/291 Free Essays

————————————————- 1) The Sarbanes-Oxley Act requires that all publicly traded companies maintain a system of internal controls. Internal controls can be defined as a plan to A. safeguard assets B. We will write a custom essay sample on Final Exam Acc/291 or any similar topic only for you Order Now monitor balance sheets C. control liabilities D. evaluate capital stock ————————————————- 2) The purchase of treasury stock A. decreases common stock authorized B. decreases common stock issued C. decreases common stock outstanding D. has no effect on common stock outstanding ————————————————- ) Marsh Company has other operating expenses of $240,000. There has been an increase in prepaid expenses of $16,000 during the year, and accrued liabilities are $24,000 lower than in the prior period. Using the direct method of reporting cash flows from operating activities, what were Marsh’s cash payments for operating expenses? A. $228,000 B. $232,000 C. $200,000 D. $280,000 ———————————â⠂¬â€Ã¢â‚¬â€Ã¢â‚¬â€Ã¢â‚¬â€Ã¢â‚¬â€- 4) Where would the event purchased land for cash appear, if at all, on the indirect statement of cash flows? A. Operating activities section B. Investing activities section C. Financing activities section D. Does not represent a cash flow ————————————————- 5) In performing a vertical analysis, the base for cost of goods sold is A. total selling expenses B. net sales C. total revenues D. total expense ————————————————- 6) Blanco, Inc. has the following income statement (in millions): BLANCO, INC. Income Statement For the Year Ended December 31, 2011 Net  Sales †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦ $200 Cost of Goods Sold †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦ 20 Gross Profit †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦ 80 Operating Expenses †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦ 4 4 Net Income †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦ $ 36 Using vertical analysis, what percentage is assigned to Net Income? A. 100% B. 82% C. 18% D. 25% ————————————————- 7) Dawson Company issued 500 shares of no-par common stock for $4,500. Which of the following journal entries would be made if the stock has a stated value of $2 per share? A. Cash †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦.. $4,500   Common Stock 4,500 B. Feature Article Fin 486 Final Exam Cash †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦ $4,500 Common Stock 1,000 Paid-In Capital in Excess of Par 3,500 C. Cash †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦. $4,500 Common Stock 1,000 Paid-In Capital in Excess of Stated Value 3,500 D. Common Stock †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦.. $4,500   Cash 4,500 ————————————————- 8) Andrews, Inc. paid $45,000 to buy back 9,000 shares of its $1 par value common stock. This stock was sold later at a selling price of $6 per share. The entry to record the sale includes a A. credit to Paid-In Capital from Treasury Stock for $9,000 B. credit  to Retained Earnings for $9,000 C. debit to Pain-In Capital from Treasury Stock for $45,000 D. debit to Retained Earnings for $45,000 ————————————————- 9) Which of the following is a fundamental factor in having an effective, ethical corporate culture? A. Efficient  oversight by the company’s Board of Directors B. Workplace ethics C. Code of conduct D. Ethics management programs ————————————————- 10) Two individuals at a retail store work the same cash register. You evaluate this situation as A. violation of establishment of responsibility B. a violation of segregation of duties C. supporting the establishment of responsibility D. supporting internal independent verification —————â €”——————————- 11) The Sarbanes-Oxley Act imposed which new penalty for executives? A. Fines B. Suspension C. Criminal prosecution for executives D. Return of ill-gotten gains ————————————————- 12) Hahn Company uses the percentage of sales method for recording bad debts expense. For the year, cash sales are $300,000 and credit sales are $1,200,000. Management estimates that 1% is the sales percentage to use. What adjusting entry will Hahn Company make to record the bad debts expense? A. Bad Debts Expense †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦. †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦. $15,000   Allowances for Doubtful  Accounts †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦. †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦. $15,000 B. Bad Debts Expense †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦. †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦. $12,000   Allowances for Doubtful Accounts †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦. †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦. $12,000 C. Bad Debts Expense †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦. †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦. $12,000   Accounts Receivable †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦. †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦. †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦.. $12,000 D. Bad Debts Expense †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦. †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦. 15,000   Accounts Receivable †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦. â⠂¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦. †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦.. $15,000 ————————————————- 13) Using the percentage of receivables method for recording bad debts expense, estimated uncollectible accounts are $15,000. If the balance of the Allowance for Doubtful Accounts is $3,000 credit before adjustment, what is the amount of bad debts expense for that period? A. $15,000 B. $12,000 C. $18,000 D. $8,000 ————————————————- 14) Intangible assets A. should be reported under the heading Property, Plant, and Equipment B. hould be reported as a separate classification on the balance sheet C. should be reported as Current Assets on the balance sheet D. are not reported on the balance sheet because they lack physical substance ————â€⠀Ã¢â‚¬â€Ã¢â‚¬â€Ã¢â‚¬â€Ã¢â‚¬â€Ã¢â‚¬â€Ã¢â‚¬â€Ã¢â‚¬â€Ã¢â‚¬â€Ã¢â‚¬â€Ã¢â‚¬â€Ã¢â‚¬â€- 15) Intangible assets are the rights and privileges that result from ownership of long-lived assets that A. must be generated internally B. are depletable natural resources C. do not have physical substance D. have been exchanged at a gain ————————————————- 16) The book value of an asset is equal to the A. asset’s market value less its historic  cost B. blue book value relied on by secondary markets C. replacement cost of the asset D. asset’s cost less accumulated depreciation ————————————————- 17) Gains on an exchange of plant assets that has commercial substance are A. deducted from the  cost  of the new asset acquired B. deferred C. not possible D. recognized immediately ————————————————- 18) Ordinary repairs are expenditures to maintain the operating efficiency of a plant asset and are referred to as A. capital expenditures B. expense expenditures C. improvements D. revenue expenditures ————————————————- 19) When an interest-bearing note matures, the balance in the Notes Payable account is A. less than the total amount repaid by the borrower B. the difference between the maturity value of the note and the face value of the note C. equal to the total amount repaid by the owner D. greater than the total amount repaid by the owner ————————————————- 20) The interest charged on a $200,000 note payable, at a rate of 6%, on a 2-month note would be A. 12,000 B. $6,000 C. $3,000 D. $2,000 ————————————————- 21) Costs incurred to increase the operating efficiency or useful life of a p lant asset are referred to as A. capital expenditures B. expense expenditures C. ordinary repairs D. revenue expenditures ————————————————- 22) If a corporation issued $3,000,000 in bonds which pay 10% annual interest, what is the annual net cash cost of this borrowing if the income tax rate is 30%? A. $3,000,000 B. $90,000 C. $300,000 D. $210,000 ————————————————- 3) Hilton Company issued a four-year interest-bearing note payable for $300,000 on January 1, 2011. Each January the company is required to pay $75,000 on the note. How will this note be reported on the December 31, 2012 balance sheet? A. Long-term  debt, $300,000. B. Long-term debt, $225,000. C. Long-term debt, $150,000; Long-term debt due within one year, $75,000. D. Long-term debt, $225,000; Long- term debt due within one year, $75,000. ————————————————- 24) A corporation issued $600,000, 10%, 5-year bonds on January 1, 2011 for 648,666, which reflects an effective-interest rate of 8%. Interest is paid semiannually on January 1 and July 1. If the corporation uses the effective-interest method of amortization of bond premium, the amount of bond interest expense to be recognized on July 1, 2011, is A. $30,000 B. $24,000 C. $32,434 D. $25,946 ————————————————- 25) When the effective-interest method of bond discount amortization is used A. the applicable  interest rate  used to compute interest expense is the prevailing market interest rate on the date of each interest payment date B. the carrying value of the bonds will decrease each period C. nterest expense will not be a constant dollar amount over the life of the bond D. interest paid to bondholders will be a function of the effective-interest rate on the date the bonds were issued ———————————————à ¢â‚¬â€- 26) If a corporation has only one class of stock, it is referred to as A. classless stock B. preferred stock C. solitary stock D. common stock ————————————————- 27) Capital stock to which the charter has assigned a value per share is called A. par value stock B. no-par value stock C. stated value stock D. assigned value stock ————————————————- 28) ABC, Inc. has 1,000 shares of 5%, $100 par value, cumulative preferred stock and 50,000 shares of $1 par value common stock outstanding at December 31, 2011. What is the annual dividend on the preferred stock? A. $50 per share B. $5,000 in total C. $500 in total D. $. 50 per share ————————————————- 29) Manner, Inc. has 5,000 shares of 5%, $100 par value, noncumulative preferred stock and 20,000 shares of $1 par value common stock outstanding at December 31, 2011. There were no dividends declared in 2010. The board of directors declares and pays a $45,000 dividend in 2011. What is the amount of dividends received by the common stockholders in 2011? A. $0 B. $25,000 C. $45,000 D. $20,000 ————————————————- 30) When the selling price of treasury stock is greater than its cost, the company credits the difference to A. Gain on Sale of Treasury Stock B. Paid-in Capital from Treasury Stock C. Paid-in Capital in Excess of Par Value D. Treasury Stock How to cite Final Exam Acc/291, Essay examples