Analysis and Evaluation: Financial Performance of Cathay Pacific 2012 Contents Introduction …………………………………………………………… P.3 Liquidity Ratios ……………………………………………………….. P.3-6 Financial Leverage Ratios ……………………………………………... P.6-7 Profitability Ratios ……………………………………………………... P.8-9 Market-based Ratios ……………………………………………………. P.10-11 Dividend Policy Ratios …………………………………………………. P.12-13 Conclusion ……………………………………………………………… P.13-14 Reference
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petroleum is keeping increase in last few years‚ so the cost of operation of Cathay Pacific Airlines is unavoidably increase‚ and the air ticket price also need to be raised to offset the increasing petroleum cost‚ finally the sales of air ticket of Cathay Pacific Airlines may decrease. The effects of the Technological segment - As the broadband Internet connection is developing rapidly in every countries now‚ the management class persons can use video conference through Internet connection to launch
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Quince Chong Wai-yan Director Corporate Affairs Cathay Pacific Airways Quince Chong joined Cathay Pacific Airways as Manager Corporate Communication in 1998 with a responsibility for the overall communications strategy of the company. She became General Manager Inflight Services in July 2000 to manage the airline’s cabin crew and develop inflight catering and service products. Ms Chong then assumed the position of Director Service Delivery in July 2004 to oversee all aspects of the airline’s
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Cathay Pacific’s Value Chain Operations Cathay Pacific believes that their business is selling experience to the passengers. The emotional bonding with the passengers is the key to building loyalty and one of the major factors that encourage the customers to repurchase the airline products. The biggest difference of Cathay Pacific to its competitors is its people. The employees at Cathay Pacific are the ones who bridge the gap between product development and customer expectation. The passengers
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Case Synopsis A. The chairman of Citic Pacific‚ Larry Yung Chi-kin’s father Yiren Rong started the company in 1978. • Citic was started “to pioneer reform in the financial sector‚ lure foreign investment and technology to China and develop international business.” (Ko‚ 2009) • When Yung became involved with the company he began to acquire more companies. o Eventually had Citic Pacific listed as a red-chip company in the Hong Kong
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Robert Traylor and Paul Barwell are tasked with optimizing supply chain management for Cathay Pacific Airways (CX)‚ one of the most profitable and respected airlines in the world. In order to maintain its outlook on growth in this increasingly competitive industry‚ their team must reduce operating costs while improving their customers’ flight experience. Since spare components represent most of the inventory value in their supply chain‚ spare parts operations should be the key focus. From the
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Research Report addresses the case study of Andrew Bartlett ’s plumbing business in Western Australia. See attached copy of the case‚ taken from Andrew Bartlett: Managerial dilemmas ’. In Bartol‚ K.‚ Tein‚ M.‚ Matthews‚ G. & Martin‚ D. (2005). Management: A Pacific Focus‚ McGraw-Hill and Irwin‚ p.p. 471-2 Introduction [1] Team-structured organisations are becoming increasingly popular in many different industries and in situations where companies have geographically distributed offices. Jehn and Mannix
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Swire Pacific (SEHK: 0019) 29 August 2012‚ Keiann Yeung Business Description Swire Pacific is a Hong Kong-based conglomerate with key operations in property and aviation. Other divisions include marine services‚ beverages‚ trading and industrials. Property accounts for more than 60% of its Enterprise Value and operating profit. Other key holdings include 44% of Cathay Pacific. The UK-based founding family John Swire & Sons owns 42% economic interest and 58% voting rights in the company.
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GROUP 1: CEBU PACIFIC HISTORY In March 1996‚ Cebu Pacific entered the market with a promise to give "low fare‚ great value" to every Juan who wanted to fly. After offering low fares to domestic destinations‚ CEB launched its international operations on November 2001 and now fly to Bangkok‚ Busan‚ Guangzhou‚ Ho Chi Minh‚ Hong Kong‚ Jakarta‚ Kota Kinabalu‚ Kuala Lumpur‚ Macau‚ Osaka‚ Seoul‚ Shanghai‚ Singapore and Taipei. In short‚ destinations‚ where one can go shopping and sightseeing! To get
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Case 2: Pacific Brands: Rebuilding the brand Industry: Australian Textile(Apparel) Industry Australia listed company from 2004. Product segment of Pacific Brands: Underwear & hosiery: 1/3 of sales‚ contributes more than half of the earnings Workwear: account for just over 22% of sale Homewear: account for just over 22% of sale Footwear‚ outerwear and sport business: $175 million write-down on the division at February 2011 Market segment of Pacific Brands: Australian‚ New Zealand‚ UK
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