International Case Study: ABN AMRO

The closing balance for May is at £14,500 and for June at £11,600 a decrease of £2,900. This is having a bad impact on the business because of the monthly net cash flow and total expenditure are both negative means Steve’s business is not making profit only loss. It could be costly in the long run. I think Steve should lower his salary to £3000 since they are not having positive monthly net cash and total expenditure.

Account W/P Common Common # Title Ref. Balance Size Balance Size Amount Percentage REVENUE 40000 Sales 246,172,918.44 102.33% 245,213,452.88 106.40% -959,465.56 -0.39% 41000 Sales Returns 4,497,583.20 1.87% 13,600,220.89 5.90% 9,102,637.69 202.39% 42000 Warranty Exp 1,100,281.48 0.46% 1,158,128.47 0.50% 57,846.99 5.26% Net Sales 240,575,053.76 100.00% 230,455,103.52 100.00% (10,119,950.24) -4.21% EXPENSES 50000 COGS 141,569,221.61 58.85% 130,246,645.26 56.52% (11,322,576.35) -8.00% Gross Margin 99,005,832.15 41.15% 100,208,458.26 43.48% 1,202,626.11 1.21% GA-7.4

Net Loss – The combination of the operating gain and the non-operating loss produced a net loss of $51k compared to a budgeted loss of $22k. YTD operating and non-operating gains are $48k compared to a budget of $712k.

The gross profit would also suggest that both years were profitable but with a decrease from £1,000,000 for 2011 to £740,000 for

“In my opinion, the Case would be improved by including the following summary” An American agriculture of the nineteenth century Cyrus McCormick, invented a company that produced farming equipment called McCormick Harvesting Machine Company. In 1902 his son Cyrus McCormick II merged the company with three competitors renaming it the International Harvester Company. By the late 1980’s the company had moved from producing farming equipment to manufacturing automotive products, trucks, and school buses. In the late 1980’s International Harvester company was renamed Navistar International Corporation. Over the years NIC changed and one of the most dramatic changes was the relationship with its longtime auditor Deloitte. (Knapp, 2015)

The KPI’s did not provide a better picture for the company except for showing growth in revenues and gross margin, and all the results were unsatisfactory (Appendix B). The net loss per share also rose to 61.8 pence per share from the last year figure of 20.84 pence per share.

An analysis of a repurchase of stock for $400 million cash, and recapitalization to 80% debt-to-total capital by borrowing $1.27 million reveals that BBBYs return on equity will be 113%, return on assets 61% and an after tax cost of debt of 28%. ROE is > ROA and ROA > after tax cost of debt. With the 80% debt-to-total capital structure ROE exceeds the other two capital structure scenarios of no debt and 40% debt-to-total capital. While all of this looks great there are other considerations. The household and personal products industries debt to total asset ratio is 34.69% while BBBY debt to total asset ratio is at 44% ($1,270,000/$2,865,023). Increasing to this capital structure would also reduce shareholders earnings per share.

The Bank’s Tier 1, Total capital, and Assets-to-Capital multiple ratios were 13.0%,16.0%, and 17.2%, respectively, on October 31, 2011, compared with 12.2%, 15.5%, and 17.5%, respectively, on October 31, 2010.(Refer to Appendix 2) These changes over the period were influenced by increases in Tier 1 capital and Risk Weighted Assets. Risk Weighted Assets

The risk index of the bank indicates that there is probability of 0.001% that the Company will below capital, which is higher than the peer group’s indicator of 0.0005%. BB&T’s ROA has been larger but also more volatile compared to the peer group.

1. The Violence Interrupters leverage mediation skills, cultural knowledge and street credibility to gain the respect and confidence of people in conflict. Could someone with mediation training but without a similar background and experience be as effective as the Interrupters?

For the month of May 2018, The New London Hospital Association, Inc. generated a consolidated gain from operations of $8k compared to a budgeted gain of $80k. Year-to-date (YTD), our consolidated operating loss was ($1.38M) compared to a budgeted gain of $37k, a ($1.42M) negative variance. Non-operating revenue was $54k, compared to a budget of $83k, a ($29k) negative variance. Year-to-date non-operating revenue was $1.06M compared to a budget of $917k, a $143k over budget variance.

Furthermore, the companies’ net income suffered a big loss of $246.3 million dollar compared to net income loss in 2014 of $145.8 million primarily due to significant decline in net sales and low gross

Income Statement Revenue Cost of Goods Sold Gross Profit R&D Selling General & Administrative Non Recurring Others Operating Income Depreciation Expense Other Income/Expense EBIT Interest Expense Tax Expense Income from Cont Operations Net Income Balance Sheet Cash Short Term Investments Accounts Receivable Inventory Other Current Assets Total Current Assets Long Term Investments PP&E Net Goodwill Intangibles Other Assets Total Assets Current Year $ 61,494 49,128 12,366 661 7,302 0 0 4,403 970 116 3,549 199 715 2,635 2,635 Percent 100.0% 79.9% 20.1% 1.1% 11.9% 0.0% 0.0% 7.2% 1.6% 0.2% 5.8% 0.3% 1.2% 4.3% 4.3% Prior Year $ 52,902 42,789 10,113 624 6,465 0 0 3,024 852 12

Aeon was established in September 1926 in the Japan. At the beginning, Aeon known as Jusco Aeon Co.,Ltd. It is the largest retailer in the Japan. Retailing includes departments of superstores and supermarkets selling clothing, food, household goods and other merchandise. In response to the Malaysian Former Prime Minister Dato' Seri Dr. Mahathir's request to help modernization the retail industry in Malaysia using the world's most advanced management expertise. Dr. Mahathir believed that the modernisation of the retail industry was crucial for the country's economic growth. So, in the year of 1983, Dr. Mahathir visited to the Tokyo and then met the President of the JUSCO Co.,Ltd to discuss bringing the JUSCO name to the Malaysia. After this, a joint venture company was established in the Malaysia of September 1984. In the year of 2004 September, Jaya Jusco Stores BHD changed their name to Aeon Co. (M) BHD. Aeon controls approximately 4000 stores in the

The level of number of employees will vary with the current operations and will be widely differing in terms of type of job and employees that they need.