Accounting rate of return Accounting rate of return (also known as simple rate of return) is the ratio of estimated accounting profit of a project to the average investment made in the project. ARR is used in investment appraisal. Formula Accounting Rate of Return is calculated using the following formula: ARR = Average Accounting Profit Average Investment Average accounting profit is the arithmetic mean of accounting income expected to be earned during each year of the project’s life time
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Accounting rate of return The accounting rate of return (ARR) is a way of comparing the profits you expect to make from an investment to the amount you need to invest. The ARR is normally calculated as the average annual profit you expect over the life of an investment project‚ compared with the average amount of capital invested. For example‚ if a project requires an average investment of £100‚000 and is expected to produce an average annual profit of £15‚000‚ the ARR would be 15 per cent. The
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Accounting Rate of Return (ARR) ARR provides a quick estimate of a project’s worth over its useful life. ARR is derived by finding profits before taxes and interest. ARR is an accounting method used for purposes of comparison. The major drawbacks of ARR are that it uses profit rather than cash flows‚ and it does not account for the time value of money. ARR is most often used internally when selecting projects. It can also be used to measure the performance of projects and subsidiaries within
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LINEAR PROGRAMMING FORMULATION PROBLEMS AND SOLUTIONS 7-14 The Electrocomp Corporation manufactures two electrical products: air conditioners and large fans. The assembly process for each is similar in that both require a certain amount of wiring and drilling. Each air conditioner takes 3 hours of wiring and 2 hours of drilling. Each fan must go through 2 hours of wiring and 1 hour of drilling. During the next production period‚ 240 hours of wiring time are available and up to 140 hours of drilling
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3 Factors that Influence Rate of Return Any bondholder‚ or any investor for that matter‚ will allow three factors to influence his or her required rate of return. The three factors are the following: real (pure) rate of return‚ inflation‚ and risk premium. These three factors equal the risk free rate which is the rate of return of an investment with no risk of financial loss. This is also the rate that investors would expect from an absolutely risk-free investment over a period of time.
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STARBUCKS’ STRATEGY AND INTERNAL INITIATIVES TO RETURN TO PROFITABLE GROWTH BIMA DHARMA PRISILIAN SELMA NURLIESYA RAMADHIANE REISA RIDWAN • PLEASE IDENTIFY THE RESOURCES OR CAPABILITIES STARBUCKS AND MAKE VRIN MATRIX ANALYSIS TO DECIDE WHETHER THOSE ARE CORE COMPETENCIES THAT PROVIDE SUSTAINED COMPETITIVE ADVANTAGES? • PLEASE ANALYSIS HOW FAR ETHICS AS WELL AS GOVERNANCE ARE IMPLEMENTED IN STARBUCKS. • IN IMPLEMENTING CSR‚ ANALYZE IN WHICH STAGE STARBUCKS CSR VALUE • STARTING IN OCTOBER 1992
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Starbucks’ Strategy and Internal Initiatives to Return to Profitable Growth Kelompok : Prisilian Suwuh 2401140098 Selma 24011400 Dharma 24011400 Bima 24011400 Ridwan 24011400 Reisa 24011400 Please identify the resources or capabilities Starbucks and make VRIN matrix analysis to decide whether those are core competencies that provide sustained competitive advantages ? Resources or Capabilities VRIN Analysis for the Starbucks Company Resource or Capability Valuable (exploitsopport unities and
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Divisional hurdle rates Financial management and policy Case 1‚ week 2 University of Maastricht Faculty of Economics and Business Administration Maastricht‚ 5th of November 2003 Danner‚ W. I 136964 Kuijt‚ R.J. I 130885 Steenvoorden‚ W.J.M. I 178829 Course Code: 6010v Group number: 7 Subgroup number: 1 Tutor: B. Pavlov Introduction Randolph Corporation is a multidivisional company. Due to frictions among the divisions‚ Randolph’s stock has not performed according to expectations
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Boeing Corporation The Challenge of Being Ethical and Competitive “Because we dared to dream‚ dared to work hard‚ we have turned dreams into realities‚ to leave some huge footprints on every aerospace frontier. Now it is time to create some new footprints!” ~ Phil Condit‚ CEO‚ 1996 Boeing Chief Executive Phil Condit stared blankly at the road early Saturday evening as he drove to Boeing Headquarters. He drummed his fingers on the steering wheel‚ contemplating the crucial decision at hand
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Current Market Outlook 2012-2031 Current Market Outlook 2012-2031 Outlook on a Page World regions Market growth rates 2011 to 2031 World economy (GDP) World regions Market value: $4‚470 billion Share of fleet 3.2% 100% 75% Number of airline passengers Delivery units 2% 24% 6% 4.0% 50% 25% 68% 2011 Airplanes 19‚890 2031 Airplanes 39‚780 2012 to 2031 New airplanes 34‚000 Airline traffic (RPK) 5.0% 0% Cargo traffic (RTK) 5.2% • 747 and larger • Twin aisle
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