Atlanta Bamboo Case Summary

We noticed the following financial health indicators in our forecast: Clarkson Lumber's ratio of total assets to sales is moving from a position in line with high profit outlets to low profit outlets at 37.7%. This is due to accounts receivable increasing to 14% of sales which is higher than the 13.7% experienced by low profit ratios. Also, inventory as a percentage of sales has steadily increased from 11.5% in 1993 to 13.5% in 1996.

After a period of declining sales for Allround, we increased the advertising budget to be consistent with our competitor’s budget. We decided to be very consistent with our strategy over the ten periods; however, in hindsight we should have implemented a more dynamic strategy that factored in the changing

This strategy seems to be working for the company because they continue to grow. They are opening new warehouses and expanding the company’s offerings of Kirkland Signature items. They also recently opened two freestanding high-end furniture warehouse businesses. Sales in 2005 at these two locations increased by 132% and profits are up significantly.

They want to expand into the lager industry which is excellent strategic move due to the fact that it allows them to create a niche market in the area. There are no local lager breweries in the area anymore this should definitely be displayed through sales profits.

SPRIVORPCO'S woodlot management group had entered into commitments with various timber growers in anticipation of the sales expected. Specifically, they planned to purchase hardwood timber in bulk according to the following schedule:

Thank you for the opportunity to assess your sales data in order to provide recommendations for increasing your sales. The analysis and recommendations below are based on the data you provided, which covers a period from May 2004 through June 2006. The analysis below is based on this data alone. Therefore, our recommendations should be tempered by your knowledge of business realities and your market. Please let us know if we can answer any questions concerning the analysis or the recommendations provided.

This document compares and contrasts three future views on timber supply in the southern region of the US as projected by three third-party forecasting service providers – Forest Economic Advisors (FEA), Resource Information Systems Inc. (RISI), and Forisk. All three forecasts lean heavily on data from the Forest Inventory and Analysis (FIA) National Program and Resource Planning Assessments (RPAs) in their projections. In addition, Forisk explicitly breaks down softwood growing stock inventory into pulp, CNS, and sawtimber inventories whereas FEA and RISI are explicit only about sawtimeber and overall softwood growing stock inventories. This further complicates the comparison among the three providers but allows us to gain some insights on the relative shares of the three above components of timber inventory in the South as projected by Forisk.

By planning to open 200 more stores in the near future, IKEA Group will strain their current sustainability practices and wood sourcing standards. According to IKEA Group’s Chief Sustainability Officer, “Worldwide economic activity, if left unchecked, is already on track to consuming 150% of planet earth’s resources” (Rangan, 2017, pg.1) The amount of lumber IKEA will need to procure is rising, but the amount available that fits their standards isn’t rising at the same rate. IKEA’s push to double sales and open the 200 stores will need to be met by a push to create or procure lumber that fit their standard. The options before IKEA are the following: to drive higher procurement targets and standards, to use more recycled wood, to own more forests,

I think it is obvious in the previous years that the amount the company spends on advertising has a direct effect on the number of sales. According to the projected number of units that are expected to be sold, the company is expecting an increase from 3,400 in year 8 to 3510 in year 9. This is a considerable increase because of the fact that in year 7, there were 4,000 units sold, and in year 8 we saw this drop to 3,400.

Report purpose and its scope: The aim of this business report is to diagnose Newlands’ current problems that hinder the quality of changes and make relevant recommendations. Issues at Newlands include disengaged workforce, lack of performance management, an absence of learning and coaching culture, poor leadership and some diversity concerns. The scope of the report is to analyse those problems under three different binoculars of individual, functional and organisational perspectives.

The September finances are closed and the Southeast Region and our Central Florida market had another strong showing. Our total revenue for the SER was up more than $65M compared to the same time last year. The Central Florida market contributed to the SER total by posting a strong revenue improvement of $7.9M YTD over the previous year’s YTD total. Our market continues to be led by healthy revenue growth in Residential (up $5M), Cox Business (up $1.7M) and Cox Media (up $1.2M). All posted favorable year-to-date revenue gains over previous year YTD totals. Unfortunately, Our Total Operating Expenses were up by $2.2M over this same time last year. However, our Central Florida Operating Cash Flow (OCF) was up by more than $2.2M over the same period last year. Our Total PSU saw strong month to month growth, improving from 215,519K to 218,801K. That increase was supported by PSU gains in every category, including phone. Keep selling those larger “baskets” and increasing our PSUs! Homelife is approaching our 1000th customer in the market. Through September we had 976 CHL PSUs. We really kept the focus through Go All Digital (GAD), Back to School and Hurricanes and Tropical Storms.

3. Identify and discuss the strategy used by Forest Hill to compete in a commodity market.

the spring of 1996, anticipated a further substantial increase in sales. Despite good profits, the

Even after 2 weeks it could not fulfill V-shopper’s order. This was due to the poor floor layout and assembly table layout. The demand could not be forecasted and resulted in stock outs and expedition. Even though, the demand pattern for seasonal sales was predictable, it was difficult to predict the sales for huge discounts. This could be the Bull-Whip effect.

Over the past several years, Green Mountain's sales growth has decreased. In 1998, net revenues totaled at 55.8 million dollars. There was an increase in sales over the following years. In 2002, revenue increased by a mere 4.6%.There are several flaws and problems in the company that may decrease revenue sales.