Marketing Analysis : Jacques Trumen

Therefore, we think Deutsche Brauerei have to do something to ensure that Oleg does not leave to a competitor. According to old compensation package, he will receive EUR40,000 base salary and incentive payment which is calculated by 0.5% of the annual sales increase in Ukraine. Uncle Lukas proposed his base salary up to EUR48,500 and also increase incentive payment up to 0.6% of the annual sales increase. In our opinion, we agree with increasing in base salary up to EUR48,500 (21.25% increase), but we prefer to retain the incentive payment at 0.5% of the annual sales increase because we think that this plan(increasing incentive payment up to 0.6% of the annual sales increase) may fail to maximize shareholders’ wealth. The reason is that when subject to this formula, Oleg Pinchunck may tempt to accelerate sales as much as he can without concerning about cost such as extending more credit or spending more advertising to boost sales. We would like to recommend giving him more bonus if he can reduce the accounts receivables and inventories or using Economic Value Added to tie his compensation to the firm residual income instead of tie his compensation with sales growth.

Yogen Fruz is a frozen yogurt company attempting to expand its number of stores within China. The brand is built around the idea of using high quality healthy ingredients in their products while creating a unique environment that customers will enjoy and want to return to. While most frozen yogurt competitors are just entering the Chinese market, Yogen Fruz is already established

Mayo Clinic: is in the business of providing patient care through their many different Clinics and hospitals. They are ranked number two as one of the top twenty hospitals for heart and heart surgery per the Forbes list of top hospitals, and they ranked seventy one out of one hundred in the top one hundred places to work (Forbes, 2012).

The JW Anderson product range consists of menswear, womenswear and unisex garments and accessories. They currently produce six collections annually - two menswear and four womenswear.

Firstly, the president and other management team members may get a higher overall salary by putting next year’s revenue to this year and transferring current year expenses to next year. The division’s management team’s salary and bonus may be based on the earnings of the division. By increasing revenue and decreasing expenses, they will be able to fake a higher operating income and thus receive higher compensation.

Research has proved that humans have been consuming cocoa for over 2600 years from once upon a time being used as currency to becoming serious pirate loot to being the key ingredient along with sugar in producing chocolate today.

Our third attraction in New France is “Sam’s Souvenirs!” Created for the Father of New France, himself, this shop is all things Samuel de Champlain! Post cards of the beautiful New France and Quebec City are also available. Not to mention our amazing t- shirts that are accessible for all! Shirts are available in all sizes, and we can monogram them as well! Last, but certainly not least, everyone’s favorite, novelty mustaches! Everyone loves Sam’s famous and skillfully shaped mustache! As our most popular product in New France, make sure you are early to grab your own!

This paper is provided to create, organize, and manage a total rewards program for an insurance company. First, it indicates the requirement of a total rewards system for the company. Then, it formulates a competitive strategy and explains it. Since the communication of a strategy is as important as the strategy itself, the paper includes a communication plan of the strategy. And last but not least it studies devising a competitive pay structure.

Description: Daniel is a nonprofit organization serving at-risk youth from the community through a wide variety of programs. Some of the services offered include: therapeutic foster homes, independent living skills and housing for homeless youth, juvenile dependency intervention, residential treatment, and community based treatment through the dependency court system which is contracted through the Department of Children and Families. The agency also provides counseling, medication management, and behaviorist services to the children it serves.

This paper will examine setting the stage for strategic compensation and bases for pay. There are three main goals of compensation departments: internal consistency, market competitiveness, and recognition of individual contributions. Internally consistent compensation systems define the relative value of each job among all jobs within a company. (Martocchio, pg. 22, 2011) With this system companies want employees to be paid more based on their qualifications and responsibilities. They believe someone with less experience should be paid differently. To determine such evaluation companies use job analysis in order to provide job descriptions. The job evaluation is to determine pay according to a particular position. Market-competitive

O’Neil (1998) suggests six minimal criteria for the design of a performance based pay system. The first of these criteria is that the reward system should be self-funding, that is, the performance increases should as a minimum offset the cost of the rewards provided. The second criterion is that the distribution of the rewards must be consistent, fair and justifiable. In addition reward plans must be transparent and clearly communicated. The third criterion

Traditionally, the business performance of each regional manager is measured against a set profit plan, with Jacques rewarding his managers a fixed payout of 2% of corporate profits as a bonus. However, the organization is facing many business firsts, which when

The case in hand, Compagnie Du Froid, S.A., analyzes the company’s three regions (France, Italy and Span) and their regional manager’s business performance against the set profit plan for FY 2009. Additionally, the case also raises the question of whether the traditional approach of paying 2% of corporate profit as bonus will work or not. The situation is that the thee different regions have three different actual return figures and there are several first time situations that Jaques Trumen, CEO and major shareholder of Compagnie du Froid, S.A., is facing. The points in FY 2009 that grabbed our attention are:

In pursuit of upscale segments of the market and an increased market share, Consumer Food Groups (CFG) purchased the rights to become a distributor of Montreaux’s European chocolate products in the United States in June 2011. As CFG is the division which produces confectionery products for Apollo foods, they contribute not only to one-third of the company’s total revenues and net income, but are a vital part of Apollo’s ranking as second in the global confectionery business. Upon acquisition of the rights for Montreaux’s chocolates CFG formed a new division, Montreaux Chocolate USA. Under the leadership of David Raymond as division manager and Andrea Torres

The final problem that we identified is the incoherence of inclusion of the cumulative merit in the calculation of salaries. In the case-study we can read that the system includes cumulative merit. However it is not clear how it is included in the compensation system. In one hand it is said that they measure performance over time at Vitality but in the other hand it is not accounted for rewarding employees.