Summary of Facts Tire City Inc‚ a retail distributor of automotive tires‚ has had a significant increase in sales for the past three years. Sales had grown at a compound annual rate in excess of 20% as a reflection of excellent service and customer satisfaction. In order to keep up with this growth in sales‚ Tire City has decided to expand its warehouse facilities to accommodate future growth‚ maintain great service‚ keep competitive pricing‚ and to continue yielding high levels of customer satisfaction
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business depends on effective creation‚ management‚ and use of information. As companies become ever more reliant on technology‚ the need for welleducated Management Information Systems (MIS) auditors and control professionals increases. Improved technology has the potential to dramatically improve business organizations and practices‚ reduce costs and exploit new business and investment opportunities. At the same time‚ companies face constant challenges in selecting and implementing these new technologies
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Tire City‚ Inc. (TCI) was a rapidly growing retail distributor of automotive tires in Northeastern United States. Tires were sold through a chain of 10 shops located throughout Eastern Massachusetts‚ Southern New Hampshire and Northern Connecticut. These stores kept sufficient inventory on hand to service immediate customer demand‚ but the bulk of Tire City’s inventory was managed at a central warehouse outside Worcester‚ Massachusetts. Individual stores could be easily serviced by this warehouse
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Canadian Tire Corporation (CTC) is an $8Billion dollar network of businesses involved in retail‚ financial services and petroleum operations. They had just completed a strategic plan in 2002 with a clear corporate goal "to become a top quartile performer in our market sector as measured by total return to stockholders". This mandate guided CIO Andy Wnek to create IT strategies‚ imperatives and vision of "an agile It team‚ aligned to business priorities‚ operating a simpler technical environment with
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Canadian Tire has a commitment to being a responsible corporate citizen and this has not gone unnoticed. They have shown involvement in the community by launching the Canadian Tire Jumpstart program in 2005. The program strives to give children the opportunity to play sports‚ and since it has been launched over 440‚ 000 children have been given these opportunities. Canadian Tire has also shown involvement in environmental protection and business sustainability. They have been innovating their products
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Hoang Thi Thanh Ha - 13200154 Case 12-2 To Recognize or Not to Recognize‚ That Is the Question Shakespeare Inc.‚ a private publishing company issued its F/S on March 20‚ 2012. There were several accruals and events that the management of Shakespeare is considering to determine if they should be recognized or disclosed in Dec 31‚ 2011 F/S. In my opinion‚ the important things to focus on subsequent events are the period they effect and if their influence is material or not‚ so that in conclusion
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Your tires go through a lot when you drive your vehicle. With so many factors contributing to their performance and ability to handle the road‚ it is necessary that you have an understanding of their limitations. Just by driving fast or putting too much weight in your car can add unnecessary stress to your car’s future performance. Luckily for you though‚ there are plenty of tire stores in Oakville who are qualified to handle all of your car maintenance needs‚ including our list below of the 3 best
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Case 12.4 1. Mark can ask George for his plans on continuing the company for over a year. The plans must be shared in the form of a financial statement and assuming the plans are adequate‚ Mark can provide feedback through notes on the mitigating factors. If the disclosed information does not meet the criteria Mark was looking for‚ then he should ask George to provide the notes for the shared financial statements which identify the doubts that he has about the growing concern assumption. Assuming
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Tire City Case 1993 1994 1995 Notes-96 Multipli er 1996 Notes-97 Multipli er 1997 INCOME STATEMENT Net Sales Cost of Sales Gross Profit 16230 9430 6800 20355 11898 8457 staff projected 20% 23505 incr 58.1% 93‚ 58.5% 94‚ 13612 57.9% 95 9893 maintain same relationship to sales; 32% 93‚ 31.2% 94‚ 7471 31.8% 95 but "no depreciation on new expansion in 96 and expense on other assets should 213 remain the same % of S/T (Maturities of L/T) & L/T debt; 10.5% 93‚ 10.6% 94‚ 10.4% 94 95 2115 Rate (% of
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strategy implemented by its famed Skunk Works operation that handled top-secret classified projects. - See more at: http://businessthinker.com/lockheed-tri-star-redux-a-play-to-win-strategy-v2/#sthash.td10My9L.dpuf A synopsis of the facts of the case is as follows: The L1011 Tri-Star is a wide-body commercial aircraft with a capacity of up to 400 passengers. Lockheed was late to enter the market due to jet engine production delays by Rolls Royce (sole supplier for the Tri-Star). In the early 1970s
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