Great deal of documentation Essay Example for Free

Great deal of documentation Essay These two documents need to be completed by the company and sent off to the companies of house where they will assess if the organisation meets the requirements to trade under the name PLC. The companies of house will provide the organisation of a certificate of incorporation which gives them the legal right to start trading. Apart from the legal requirements the formation of a public limited company is a very expensive process compared to a sole trader or partnership and requires a great deal of documentation. The company also needs to have at least  50,000 of share available before it can become a PLC. Another disadvantage is that the founder(s) of the company can end up losing total control of the organisation due to the company shares being readily available for sale on the stock exchange. Large organisations such as Tesco can become difficult to manage efficiently due to the size and capacity of the organisation which often results in staff feeling ignored by a remote management and the decision making can be difficult and take a great deal of time to be able to reach a conclusion. Also detailed financial accounts of the organisation must be published each year, which provides valuable information on how the company is performing to competitors and prospective take-over companies. OBJECTIVES OF TESCO PLC Tesco is already the number one food retailer in Britain and one of the top three in the world, but the organisations wants to improve in stature and minimise the chances of potential competitors catching up. Tesco PLC has one main aims which it expects to achieve in order to continue it success in the competitive UK retail market against such competitors as Sainsbury and Asda. To increase value for customers continually and to earn their lifetime loyalty For this specific aim, they have also set themselves several objectives to increase their chances of achieving the aim such as: 1. To understand our customers better than any of our competitors do. This objective was set so that the customer service provided and the understanding of customers by Tesco PLC is the best in the market and to ensure their closest competitors are not capable of competing. 2. To earn the respect of our staff for these values and to appreciate their contribution to achieving them. Tesco PLC not only wants to appreciate the contribution of their external customers but also the internal one. Tesco want to show that it cares for the needs and expectations of it staff. 3. To recognise that we have brilliant people working for us and to use this strength to make our customers shopping enjoyable in a way that no competitor can. Tesco PLC want to appreciate what their staff are doing for them and that will increase the staff moral and motivate them to continue with the work so potential competitors are kept at bay.

Spain Political Analysis :: essays research papers

The kingdom of Spain is roughly about 504,750 sq. km., including the Balearic and Canary islands (CIA). This land mass is roughly double the size of our state of Oregon. The country is located in Western Europe and borders the countries of; Andorra, France, Gibraltar, Portugal and Morocco (Ceuta and Melilla) (CIA). The country has roughly about 30% arable land and exports much of its agricultural products. The Spanish population is about 40.1 million people with about 1% growth rate (CIA). The population mix is mainly that of Mediterranean and Nordic heritage. The Kingdom of Spain is less populated than most of its European counterparts with the majority of the population living in main cities.   Ã‚  Ã‚  Ã‚  Ã‚  The government of the Kingdom of Spain is a Parliamentary Monarch. The Chief of State is Juan Carlos I was coordinated in November of 1975. Juan Carlos was the immediate successor of the dictator Gen. Franco (NTDB). The head of the government is President Jose Maria Aznar Lopez. Aznar is a member of the Popular Party, and won both the popular vote and the designated votes. The ruling body of Spain is a bicameral legislation with a National Assembly, Senate, and Congress. In addition the government also supports a standing military to include; Army, Marines, Air Force, Navy, Cost Guard, National Police, and Civil Guard (NTDB). The military currently has 300,000 active duty men and woman. The current political outlook on Spain is stable. However, Spain is the only country in the EU that has a recognized separatist group known as the ETA. The ETA stands for Euzkadi Ta Askatasuna meaning Basque Fatherland and Freedom. This movement was started in 1959, and aim was to gain sovereignty for a small area in northern Spain near France. The ETA has accepted responsibility for over 800 deaths and an estimated 1,600 terrorist attacks (CNN) However, in the ETA’s defense these attacks were strategically aimed at government officials, and were never intended for innocent bystanders. The ETA have been involved in peace negotiations and resulted in a 14 Month cease-fire in 1998 (BBC). However that ceasefire ended when peace negotiations did not end in the favor of the ETA’s Plan in Zurich Switzerland. It was not until the September 11 attacks that the United States recognized the need for a global effort against terrorism and all its allies. In February of this year, t he United States in cooperation with the Spanish government ceased several millions of dollars in ETA and ETA supporters’ assets in the US and protectorates.

Turning Around Malaysia Airlines

12 Nur Ain Binti Muhammad Yusuf Turning Around Malaysia Airlines Turning Around Malaysia Airlines Table of Content NO| TITLE| PAGE| 1. 0| Executive Summary| 1| 2. 0| Introduction to Case Study| 1| 3. 0| BTP1 Assessment| 1| 3. 1| Financial Analysis| 1| 3. 2| SWOT Analysis (BTP1)| 2| 3. 3| BTP1 Turnaround Analysis| 2| 4. 0| BTP2 Assessment| 3| 5. 0| Bottlenecks & Recommendation| 3| 6. 0| References| 4| 7. 0| Appendices| 5| 1. 0 Executive Summary Malaysia Airlines (abbreviated MAS), is the government-owned flag carrier of Malaysia.Due to fuel price hiking, inefficient management, global economic crisis, government intervention and low load factor, MAS suffers substantial loss which peaks during 2005. Afterward, Tan Sri Idris Jala was brought into MAS strategizing for turnaround program to bring MAS back to profit. The main target for Business Turnaround 1 (BTP1) is for profit turnaround of 1. 1 Billion improvements in 2006 Exhibit 1. 1. MAS proposes plan to tackle on the financial aspec t, as well as non financial aspect such as operational, enriching stakeholders bonding, increasing customers value as well as for people.Several decision made includes selling off headquarters, increasing fares, cutting-off unprofitable routes (Exhibit 1. 9) and Mutual Separation Scheme to enhance its financial. Firefly and MasWings are launched to cater domestic flights. BTP1 proved to be a success and subsequently, BTP2 follows. BTP2 focuses on detailed project and procedure to carry on the success of BTP 1. 2. 0Introduction to Case Study This report will discuss and analyze the positioning of Malaysia Airlines.The key objectives are to identify the current market situation as well as analyzing the Business Turnaround Plan 1 and Business Turnaround Plan 2 and its success or failure as well as providing some recommendation for future sustainability. 3. 0Assessment on Business Turnaround Plan 1 (BTP1) 3. 1Financial Analysis During the implementation of BTP1 (2006 &2007), the operati ng profit recorded high. Based on the computation of MAS’ ratio as shown in Exhibit 1. 2, BTP1 period shows a favorable ratio as compared to other year. Based on efficiency ratio, there is remarkable increase in the ratio in 2006.It measures how effectively the firm is managing its assets in generating the sales, and it is due to increase in operating profit. The gearing ratio as per Exhibit 1. 5 show a slight dipped in 2006, however recovers in 2007 due to sale of the headquarters building. Exhibit 1. 7 favors greatly to MAS as the cash flows increase in 2006 and 2007 show near 4 million of cash flows due to issues of shares and selling off the building. Overall, financial analysis during BTP1 period shows favorable impact financially to MAS, however does not improves continuously during period in which BTP2 commence. . 2SWOT Analysis (BTP1) Strength By initiating Mutual Separation Scheme, it emphasis on increasing staff efficiency, cutting down routes leads to a focus on se rvices and network structures that were profitable. The intention to diversify with MasWings and Firefly promotes larger scope for market. Weaknesses The BTP1 initiative focuses on the financial aspect, since they have to recover from massive losses previously. The extreme cost reduction might impact the service indirectly, or being too financial-focus, BTP1 merely recognized the non financial aspect.The decision also largely attributed to gaining quick cash to solve the liquidity problems; ie; from the selling off the building. Whilst it can become their advantage, but by diversifying, because MAS itself in a shaky state, thus by diversifying, it lack focus as well as imposing larger operating cost for MAS as a whole. Opportunity Connell (2006) comments that medical tourism has been a success in Asia especially and has prompted global interest, with the increasing in GDP worldwide including Malaysia, as well as emerging worldwide fascination with travelling, thus it can be taken as a tool for Malaysia Airlines to expand their customer.This BTP1 plan can become the turnaround aspect financially and non-financially. Threat Even AirAsia is seen as Mas biggest threat, however, seeing that how both of these airlines promotes entirely different packages and offerings, Mas deemed these few obstacles as their main threat, which is the volatility of fuel price due to Iraq invasion by US, staff resistance of given plan and government intervention in setting up boundaries for the CEO to act accordingly to what they thinks fit. 3. 3BTP1 Turnaround AnalysisBTP1 Turnaround Analysis will be done based on the core strategies in which BTP1 proposed (in which two important aspects are further elaborated). First is by financing and aligning the business on the Income Statement. As per financial analysis above mentioned, MAS shows remarkable transformation during this phase. Based on Exhibit 1. 1 the actual performance supersedes the projected plan projected a year ahead of time . This is a success due to fares increment, elimination of unprofitable routes and increase in efficiency.Other core strategy is flying to win customer and by observing and studying the non-financial aspect during the implementation of BTP1, they succeed in maintaining the customers’ value. This resulted in MAS receiving 11 non financial-awards during this phase including 5-Star Airline Award, 2006 and 2007 from Skytrax, Best Airline to Asia, 2006, Travel Weekly Globe Award and numerous cabin service awards from Skytrax, Readers Digest and so on. They also encourage mastering operational excellence by increasing employees’ value and efficiency, Unleashing Talents & Capabilities and winning coalition.While it is based on value judgment and rather subjective, however it is proven to be a success referring to relevant articles, audited financial statement and to some extent word of mouth by former and existing employee. The efficiency increases as well and can be observed by some of the decision made by Tan Sri Idris Jala which by reducing unprofitable routes, selling of the building in Jalan Raja Chulan, and drastic cost reduction scheme. 4. 0Assessment on Business Turnaround Plan 2 (BTP2)As per financial analysis, most analysis shows an unfavorable financial state during the implementation of BTP2. BTP2 is a more comprehensive, step to step planning in conjunction with the success of BTP1. Referring to Exhibit 1. 10, BTP2 strategize on Breaking New Ground (BNG), Gaining New Business (GNB) and Making The Most (MTM). With the current state of Malaysia Airlines and from the analysis gathered financially and non-financially, BTP2 make slight downturn from the success of its previous predecessor. 5. 0Bottlenecks & RecommendationThere are many bottlenecks that lead to diminution of momentum for BTP2 including competition with AirAsia, stepping down of Tan Sri Idris Jala as CEO, the diversification effects, MAS internal culture and strategies gone awry. In order to gain sustainability, the first is how to capture customer. MAS has been underperform financially due to stagnant and average load factor which in turns affect RRPK & RASK; example exhibit 1. 8. Thus, in order to capture the market, MAS have to strategically plan for its marketing approach to attract broader customer and thus larger scale promotion need to be made.They also should assess the manpower requirement and sell unnecessary asset. 6. 0Reference 1. â€Å"Malaysia Airlines Business Turnaround Plan† (PDF). Malaysia Airlines 2. â€Å"Malaysia Airlines Business Transformation Plan: Project Mosaic†. (PDF) Malaysia Airlines. 3. http://en. wikipedia. org/wiki/Malaysia_Airlines 4. http://www. flightglobal. com/news/articles/idris-jala-transforming-malaysia-airlines-222296/ 5. http://sakmongkol. blogspot. com/2011/08/mas-turnaround-was-real-debate. html 7. 0Appendices Exhibit 1. 1Projected Profits: BTP1 Exhibit 1. 2Table of Ratio from 2003- 2008 | 2003| 2004| 2005| 2006| 2007| 2008|Current ratio| 1. 04| 1. 18| 0. 81| 0. 74| 1. 42| 1. 38| Acid-test ratio| 0. 92| 1. 08| 0. 70| 0. 67| 1. 35| 1. 31| Fixed assets turnover| 3. 53| 3. 59| 3. 09| 4. 03| 5. 59| 4. 55| Debt ratio| 0. 55| 0. 54| 0. 68| 0. 73| 0. 61| 0. 49| Gross profit margin| -0. 0067| 0. 0003| -0. 1670| -0. 0486| 0. 0186| -0. 0108| Operating profit margin| 0. 056| 0. 041| -0. 143| -0. 003| 0. 061| 0. 022| Net profit margin| 0. 039| 0. 054| -0. 143| -0. 010| 0. 006| 0. 016| Exhibit 1. 3Liquidity Ratio Exhibit 1. 4Efficiency Ratio Exhibit 1. 5Debt Ratio Exhibit 1. 6Profitability Ratio Exhibit 1. 7Cash Flow Analysis Exhibit 1. 8Performance Analysis

2008 Financial Crisis Icelands Then Now Essay examples

I) Causes of the Crisis On September 15, 2008, the American bank Lehman Brothers, with holdings over 600 billion USD, filed bankruptcy. This was by far the biggest bankruptcy in U.S history and it marked the beginning and the largest financial crisis ever. How can one of the biggest banks in the world fail? How can a bankruptcy in US make someone on the other side of the world unemployed? The answer is Collateralized Debt Obligations (CDOs) and it all started by new innovations in the financial sector combined with deregulations on the financial market. Many mathematicians and physicists started to work in the financial market and created new financial products called derivatives after the Cold War. These products made it possible for†¦show more content†¦could not afford their loans anymore. Thus, they started to sell their houses. The housing prices went down and when the value of the houses were lower than the value of the initial loan, people left the houses to the banks. Instead of owning CDOs consisting with positive cash flows, the banks now owned CDOs consisting of houses with decreasing values (See appendix). The CDOs sold all over the world and combined in both banks and private peoples investments were now almost worthless. Lehman Brothers had an immense amount of investments in CDOs, and as they went bankrupt, one of the world’s worst financial meltdown had thus begun. II) Critical Examination on How the Crisis Affected Iceland Before the financial crisis in 2008, Iceland’s stock market had increased with over 900 percent since the middle of the 90th century (Graph 3). During 2000-2008, unemployment rate remained between 2-4% and Iceland had grown from one of Europe’s poorest country to one of the wealthiest during the last decades. The Guardian wrote an article, â€Å"No wonder Iceland has the happiest people on earth† in May 2008. 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