Harrah’s Entertainment Case Questions 1. Discuss briefly the factors that drove Harrah’s customer relationship strategy. 2. Discuss briefly the integration between Harrah’s patron database and the marketing workbench. 3. Discuss briefly whether Harrah’s business and IT strategies were aligned‚ and what factors contributed to or detracted from achieving alignment. 4. Does Harrah’s have a sustainable competitive advantage? Can other companies duplicate what Harrah’s has done? 5. What are
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equipment. Abrams sold their product both to the OEMs and the wholesalers. top management is satisfied with their management systems and performance measurement scheme but they are three areas of concern that need to be discussed. * First‚ the transfer prices disagreements of parts sold by the product divisions to the AM division. * Second‚ is in the product divisions too often tended to treat the AM division as a captive customer and in the performance measurement system. * Third‚ the
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CMA 302 – Tutorial Case Study: Final Draft Birch Paper Company 1. Background Birch Paper Company is a medium sized partly integrated company that produces Kraft papers and paperboard. There are four producing divisions and one timberland division which supplies part of the company’s pulp requirements. The divisions are - Northern Division - Southern Division - Thompson Division - Division 4 - Timberland Each
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including incremental cost analysis‚ capital budgeting‚ sensitivity analysis‚ transfer pricing‚ organization design‚ and control system administration. Case 27-1: Puente Hills Toyota Note: This case is unchanged from the Twelfth Edition. Purpose of Case This case can be used to motivate discussions of a number of topics‚ including financial responsibility centers‚ performance measurement‚ transfer pricing‚ and incentives. The setting is an automobile dealership‚ a business about which
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issues: 1.1. Requirement to increase the transfer price of carburetors to $ 500 1.2. Impacts of Carburetor Production discontinuance on Engine Division(ED) 2. Long term issues: 2.1. Performance and Organization structure of Division - Profit centers or cost center 2.2. Transfer pricing guidelines needed to be revisited 2.3. Implication of Tax and duties and compliance issues 2.4. ED Capacity constraints Following are my recommendations: 1. The transfer price from ED to SD should be the market
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corporate performance. 2. An apparent outperforming France showing a larger than 20% growth year on year. 3. An Italy that has achieved targets‚ and expanded its reach. 4. The inter company transfer of products between two regions (France to Spain) based on the cost plus method of transfer pricing. 5. France having ventured into distribution‚ which is not Compagnie du Froid’s core business. On further examination‚ Spain’s poor results was due to a confluence of several negative factors
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Company Background Birch Paper Company was a medium-sized‚ partly integrated paper company. It had four producing divisions‚ namely Northern Division‚ Thompson Division‚ Southern Division & one unnamed Division and a Timberland Division. Birch Paper was producing white and kraft papers and paperboard. A portion of its paperboard output was converted into corrugated boxes by the Thompson Division‚ which was also printed and colored the outside surface of the boxes. Company policies The management
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to B b) B can lag payments owed to A c) A can raise transfer prices on goods sold to B d) a and b only Ans: d Section: Leading and lagging Level: Easy 20.5 _______ is the pricing of internally traded goods for the purpose of moving profits to a more tax-friendly nation. a) Transfer pricing b) Leading and lagging c) Arm’s length pricing d) Advanced pricing Ans: a Section: Transfer pricing Level: Easy 20.6 Using transfer prices may lead to _______. a) increased local taxes
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Birch Paper Company Birch Paper company is a medium-sized‚ partly integrated paper company‚ producing white and kraft papers and paperboard. The company has four producing divisions and a timberland division. The responsibility structure of the Birch Paper Company and all of its divisions is a Profit or Investment Centre‚ which is stated in the case: For several years‚ each division had been judged independently on the basis of its profit and return on investment. Top management had been working
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through plan of actions on how to improve the control systems and planning processes of Stewart Box. Stewart Box is a profitable medium-sized manufacturing company that has several areas for improvement in its accounting‚ planning‚ budgeting and pricing methods. The group highlighted these weaknesses and gave proposals as to how the company can significantly improve its operations. II. POINT OF VIEW Mr. Robert Stewart - President of Stewart Box Company and a large stockholder III. ISSUES
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