Transportation National Group (Columbia Business School)

Taking in consideration the attrition rate during the past nine years, it seems to be more convenient try to convert the customers as early as possible; indeed

* m. From point 2, we’ve seen than securing the lease would allow the expected value to increase by 3.1725 million. This is therefore the maximum value we’re ready to pay based solely on the main expected value. Nevertheless, if the risk appetite is lower, we could calculate a value that ensures none of the options to have negative return (see tree in appendix 5). This value is equal to 1.3 million.

3. What is your evaluation of Iridium 's organizational design? What changes could you have made to increase the probability of Iridium 's success?

As boldly displayed above in orange, the largest slice of pie, 51% of all bookings are for the full 7 days, and therefore CCResort has met the KPI that was set out for them. They could further improve this figure through offering bonus nights to those staying just short of the full week to increase the overall spend. Further on in this report will be depicted the correlation between stay and spend, that will support this inference and recommendation.

2. What drives or causes each of the revenue streams and how much does Tech Mall expect to earn from an additional “sale” in each stream?

The immediate issue is to make a decision on the future of the family company.

3.     What major problems might you encounter with your new sales force structure as it relates to both external factors (customers) and internal factors (employee reactions)?

3) Stable clientele as fee is not varying according to the present needs or if needs changes in future.

3) How strong are VTB’s information systems, given their strategic and operational needs? If you were a member of the VTB Board of Directors, what concerns would you have about the IT architecture?

Revenue is the gross inflow of economic benefits during the period arising in the ordinary course of activities. Revenue should be recognized when the future economic benefits that will flow to the entity can be measured reliably. The recognition criteria are usually applied separately to each transaction, but sometimes and under specific circumstances, it is necessary to apply the recognition criteria to the separate recognizable parts or of a single transaction in order to reflect the substance of the transaction. In aviation industry, the revenue transaction or events takes a significant period of time in order to complete because of the nature of product delivering against the sum of money. The five‐step revenue recognition process for this transaction are as follows:

i. Why was Dakota’s existing pricing system inadequate for its current operating environment? (Hint: Consider why ABC might be a good idea)

1) Describe briefly Robertson’s business and the key factors to succeed in it. How well is Robertson doing from an operational standpoint? What KPIs should one consider?

1. When Cheryl Smith, the new CIO, arrived at WestJet she was asked by the CEO to advise whether the company had adequate IT or not. What aspects did she assess? What is your view on the strengths and weaknesses of this assessment? What is your view on her resulting priorities?

Hardee Transportation is a small truckload business, and it is currently faced with a problem that practically every company has; how to better serve its customers, and maintain a profitable return. It is essential that companies such as these evaluate their operations to ensure that it possesses the most efficient way to manage their assets. There is a great concern for these companies considering that the competition is out there, providing the same services at a lower cost, or accommodating their customer needs more fittingly. Hardee Transportation must take a look at their operations and come up with some plausible solutions to increase their revenue operations,

Ferguson, M. E., Crystal, C. R., Higbie, J., & Kapoor, R. (2007). A Comparison of Unconstraining Methods to Improve Revenue Management Systems (ed. 3).