Understanding Customer Profitability To Create Value Bala V. Balachandran J.L. Kellogg Distinguished Professor of Accounting and Information Systems The Current Business Environment New Products Manufacturing Excellence Demanding Customers Changing Workforce Changing Technology New Competitors Decreasing Margins Global Competition © 2005 Bala V. Balachandran Kellogg School of Management Levers to Maximize Profit © 2005 Bala V. Balachandran Kellogg School of Management Levers to Maximize
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The Sarbanes–Oxley Act of 2002 (Pub.L. 107–204‚ 116 Stat. 745‚ enacted July 30‚ 2002)‚ also known as the ’Public Company Accounting Reform and Investor Protection Act’ (in the Senate) and ’Corporate and Auditing Accountability and Responsibility Act’ (in the House) and more commonly calledSarbanes–Oxley‚ Sarbox or SOX‚ is a United States federal law that set new or enhanced standards for all U.S. public company boards‚ management and public accounting firms. It is named after sponsors U.S. Senator Paul
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disclosure of internal control information is to be legalized‚ has become an important part of the construction of corporate transparency. The typical example is the Sarbanes-Oxley Act of 2002‚ as well as Section 302‚ 404‚ mandatory
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by letter __________. Answer: D Diff: 2 Page Ref: 404 2) A lymph node is indicated by letter __________. Answer: B Diff: 2 Page Ref: 404 3) The lymph duct is indicated by lettter __________. Answer: A Diff: 2 Page Ref: 404 4) Blood capillaries are indicated by letter __________. Answer: E Diff: 2 Page Ref: 404 5) Lymphatic collecting vessels are indicated by letter __________. Answer: C Diff: 2 Page Ref: 404 1 Figure 12.2 Using Figure 12.2‚ identify the
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Identify situations that might lead to unethical practices and behavior in accounting. The unethical practices and behavior in accounting would be misleading financial analysis for personal gain‚ misuse of funds‚ overstating revenue‚ and understating expenses‚ overstating the value of corporate assets or underreporting the existence of liabilities‚ sometimes with the cooperation of officials in other corporations or affiliates. Other unethical practices would be insider trading‚ securities
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internal include: -greater depth - relevance -verifiability -variability -Variability Ex: Multiple assessments solicited from other supervisors & peers -Factors that can derail the logic of prediction include: -Impression Mgmt & Organizational Politics: decision makers selecting internal candidates need to make sure the are not being played by candidates -Title Inflation: study shows responsibilities of 46% of recently promoted executives remained roughly the same.
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MGMT 497 Sample Case Study: Costco Five-Forces Analysis of the Competition in the Wholesale Club Industry Rivalry Among Existing Players—a strong competitive force All wholesale clubs (Costco‚ Sam’s Club‚ and BJ’s Wholesale) offer low prices to attract members and provide them with considerable cost savings enough to more than cover membership fees. The rivalry among them is vigorous and will remain so: All 3 club rivals are aggressively pursuing top-line revenue growth (chiefly by opening
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Cited: Halfe‚ Louise. “She told me.” Moses and Goldie 398. Halfe‚ Louise. “My Ledders.” Moses and Goldie 403-404. Halfe‚ Louise. “The Heat of My Grandmothers.” Moses and Goldie 405-406 Moses‚ Daniel David and Terry Goldie‚ eds. An Anthology of Canadian Native Literature in English. 3rd ed. Canada: Oxford University Press‚ 2005. McNally Robinson. 12 Feb. 2008.
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INTERNAL CONTROL REQUIREMENTS Management’s Assessment Section 404(a) of the Act and the related rules adopted by the SEC require management to assess the effectiveness of the company’s internal control over financial reporting as of the end of the company’s most recent fiscal year‚ and to state in the company’s annual report whether the company’s internal control over financial reporting is effective. The SEC rules implementing Section 404 of the Act include the following within the areas that management
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intention‚ personal responsibility and integrity‚ change‚ shared purpose and followers. Old paradigm: stability‚ control‚ competition‚ uniformity‚ self-centred‚ hero. New paradigm: change and crisis mgmt‚ empowerment‚ collaboration‚ diversity‚ and higher ethical purpose‚ humble. Difference in leadership and mgmt: 5 elements crucial to organisational performance – providing direction‚ aligning followers‚ building relationships‚ developing personal qualities‚ creating leader outcomes. 6 major approaches:
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