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What does it mean to say that these concepts are the building blocks for a competitor analysis?
Wiki User
∙ 9y ago
The concepts are the most fundamental points to understanding the competitor. It means the concepts are key to understanding the strengths and weaknesses of the competitor.
Wiki User
∙ 9y ago
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What is a good property management company in Portland Oregon?
From my experience The Village at Lovejoy Fountain at 245 SW Lincoln Street is the best property management company in Portland Oregon. Their number is (503) 223-5314. I recently moved out of the area for work but wanted to take a moment to tell others who are thinking about moving to downtown Portland what a great apartments these are!! They are located at the southern end of downtown but in an an area by PSU with lots of trees, fountains (thus the name) and by the park blocks. You won't believe you are even in the city... it's so quiet here! The staff is really helpful and they are always throwing get-togethers (BBQ's, Sunday breakfasts and holiday parties) for the tenants. None of my other apartment managers ever treated their residents like family like the Village does. Because of it, I have met some very nice neighbors that I wouldn't normally have taken the initiative to meet otherwise. I love my new job but I miss my apartment here... sure wish my new place was as great. :)
Explain the adaptive mode of strategic management?
Modes of strategic management are the approaches adopted by managers in formulating and implementing strategies. They address the issues of who has the major influence in the strategic management process and how the process is carried out. Managers generally use of one of three major approaches to strategic management: entrepreneurial, adaptive and planning. Adaptive Mode: This is an approach to strategy formulation that emphasizes taking small, incremental steps reacting to problems rather than seeking opportunities and attempting to satisfy a number of organizational power groups. The adaptive mode is characterized thus, by some familiar features: 1) The focus is on solving problems of immediate concern, rather than developing long term strategies. 2) Instead of meeting problems head-on in a bold way, the executive try to follow a reactive approach. 3) This approach is used by managers in established organizations that face a rapidly changing environment and yet several coalitions or power blocks, that make it difficult to obtain agreement on clear strategic goals and associated long term plans (Mintzberg) 4) The emphasis is on taking small, incremental steps aimed at appraising powerful coalitions within the organization. Since power distributed it is always not possible to develop major goals, take bold initiatives and get ahead in a unified way.
The major components of a physical distribution management?
This has been defined as the study and evaluation of the relative profitability or costs of different marketing operations in terms of customers marketing units, commodities, territories or services.As you read earlier in the lesson physical distribution cost in the third largest component in the total cost of business operations. Hence there is good scope for cost reduction in this area as it has not received the attention due to it till recent years.One feature of distribution costs distinguishing them from other functional costs is that they have to be looked upon as a unit. Indiscriminate cost reduction in any one of the individual cost elements, such as inventory maintenance, warehousing, transportation or clerical services, can have a disastrous effect on the efficiency of the system as a whole e.g., if we cut inventories it will save capital investment and the costs of supplying capital and it may save some expenses in storage, taxes and insurance. On the other hand a cut in inventory levels may seriously affect reliability of the delivery service to customers. As Mr. John F Magee puts it, it saves money but destroys competitive position.Similarly a cut in transportation costs will result in lack of flexibility and responsiveness to market changes more inventories at more stock points will need more investment and will increase the risk of obsolescence.Again refusal to allow any cost increase may be equal damaging. It may mean wiping out an opportunity for improving the efficiency of the distribution system as a whole. The use of high speed data processing and communications may increase the cost of distribution. But they will cut down the delays in feeding information back to production and control the lags in the movement of materials into the distribution system in response to customer demand. Thus they may actually cut total distribution costs.Distribution CostsThe following is meant to be a tentative list of various costs of distribution. They are not exhaustive.1. Costs of transportation by common carrier, contract carrier or firms own transport equipment.2. Warehousing costs in public or private facilities3. Order handling costs4. Packing costs5. Inventory costs ofa) Insuranceb) Taxesc) Handlingd) Obsolescencee) Capital investedEver since marketing managers began to express concern for the distribution function the total cost approach borrowed from logistics and operations research, many firms have achieved tremendous improvement in their performance and profitability.Even before we can analyze the distribution costs by evolving proper criteria we face a major difficulty. Many concerns do not collect these costs under the separate heading of distribution costs. In actual practice these costs are lost in unlikely cost centers or manipulated to satisfy departmental or individual requirement. In other worth managements, as a matter of policy may not identify distribution costs. In a recent investigation into distribution cost in the U.K. the finding was that most firms contracted were unable to produce a composite breakdown of their distribution costs. In the final analysis the identified distribution costs varied from 3% to 42% of sales.In some industries especially perishable goods and fashion goods industries distribution costs are critical and may represent the major trading cost.Major Stumbling blocks is distribution cost analysis1. Problems is the attempt to break down total distribution costs into specific components of cost.2. Difficulties in apportioning these costs to different cost centers of cost units. The common bases adopted are product groups, market segments, geographic location, etc or a combination of these.3. Problems in the measurement of actual cost associated with a particular distribution activity and in the estimation of future cost in the light of a distribution changing environment.It is generally agreed that the functions of production or manufacturing have been terminated when a product has been placed in a saleable state and that the distribution function has begun.Distribution costs can broadly classified and accounted for it terms of sales departments, territories, salesmen, lines of products, sales and production orders and customers, or a combination of these.To provide adequate detail the accounting system provides the following records1. Controlling accounts in the general Ledger to reflect the total cost of sales division and administrative division.2. A subsidiary ledger supporting each of the divisional controlling accounts or recording the objects of selling and administrative expenses such as salaries, supplies, taxes, insurance, deprecation etc.3. Proper procedure for allocating the items of distribution costs among territories products salesman or other desired breakdowns.4. Budgets and standards for distribution costs.The Objectives of the accounting system described above are as follows1. Classification and accounting for distribution costs by channels of distribution, departments, territories, salesman, orders, lines of products and customers comparative statements being submitted to management periodically.2. Preparation and user of standards for distribution functions to control costs by delegating responsibility, establishing measures of efficiency providing incentives to personnel and supplying predetermined costs as an aid in budget preparation and formulation of pricing policies.3. Analysis of distribution costs as a guide to management in making current business decisions and setting future policies.
Define Granularity in database management system?
If one application holds a lock on a database object, another application might not be able to access that object. For this reason, row-level locks, which minimize the amount of data that is locked and therefore inaccessible, are better for maximum concurrency than block-level, data partition-level or table-level locks. However, locks require storage and processing time, so a single table lock minimizes lock overhead. The LOCKSIZE clause of the ALTER TABLE statement specifies the scope (granularity)of locks at the row, data partition, block, or table level. By default, row locks are used. Only S (Shared) and X (Exclusive) locks are requested by these defined table locks. The ALTER TABLE statement LOCKSIZE ROW clause does not prevent normal lock escalation from occurring. A permanent table lock defined by the ALTER TABLE statement might be preferable to a single-transaction table lock using LOCK TABLE statement in the following cases: * The table is read-only, and will always need only S locks. Other users can also obtain S locks on the table. * The table is usually accessed by read-only applications, but is sometimes accessed by a single user for brief maintenance, and that user requires an X lock. While the maintenance program runs, the read-only applications are locked out, but in other circumstances, read-only applications can access the table concurrently with a minimum of locking overhead. For an MDC table, you can specify BLOCKINSERT for the LOCKSIZE clause in order to use block-level locking during INSERT operations only. When this is specified, row-level locking is performed for all other operations, but only minimally for INSERT operations. That is, block-level locking is used during the insertion of rows, but row-level locking is used for next-key locking if RR scans are encountered in the indexes as they are being updated. BLOCKINSERT locking might be beneficial in the following cases: * There are multiple transactions doing mass insertions into separate cells. * Concurrent insertions to the same cell by multiple transactions is not occurring, or it is occurring with enough data inserted per cell by each of the transactions that the user is not concerned that each transaction will insert into separate blocks. The ALTER TABLE statement specifies locks globally, affecting all applications and users that access that table. Individual applications might use the LOCK TABLE statement to specify table locks at an application level instead.parant post http://publib.boulder.ibm.com/infocenter/db2luw/v9r5/index.jsp?topic=/com.ibm.db2.luw.admin.perf.doc/doc/c0005271.htmlmy blog http://jacksparrowcode.blogspot.com/
What is management buyout?
What is a management buyout? Private equity firms like the Carlyle Group, Kohlberg Kravis Roberts (KKR) and many others have made huge returns for investors through buyouts. Using financial engineering and a lot of debt these firms buy companies with little money down. While these types of transactions create spectacular returns for investors, they often shortchange the seller and management teams that drive the business. Thankfully, owners and managers can use these same financial tactics to buy and sell their business and have the benefit accrue to them. link How Most Management Buyouts are Done Private equity firms do hundreds of buyouts a year. Their typical approach is to offer to buy a controlling stake in a company using leverage they obtained from banks based on the financials of that company. Often times these firms commit very little of their own money to purchase the business. With little cash invested, these deals create spectacular returns for the buyout firm. Buyout firms also collect large fees up front, as well as additional advisory fees while operating a company they've acquired, and a big share of the investment profits. The average annual management fee to do business with a private equity firm is about 1.5% to 2.5%. The average share of profits is about 20%. While buyout firms give management ownership, it's usually less than 20% of the company. This type of buyout is the most common and is typically called a Sponsored Leveraged Buyout, where the equity player is the "Sponsor." Non-Sponsored Management Buyouts For financially healthy businesses, there is another approach that utilizes the same financing techniques but management gains operating control. In fact, management can end up owning 85% to 100% of the Company depending on the situation. These types of buyouts are called Non-Sponsored Leveraged Buyouts. Keys to Non-Sponsored Buyouts The process of completing a non-sponsored management buyout is pretty much like any other kind of business financing. The key requirements for a successful non-sponsored buyout include: 1. Quality Company and Team - An ideal situation is for the buyer(s) to already be running a profitable business. Common situations would be a CEO that buys a company from a passive owner or a limited partner buying out his or her majority partner(s). The key is for would-be lenders or investors to have confidence in the management team once the owner walks about the door. Our experience encompasses helping managers and minority shareholders execute non-sponsored buyouts that realize control of the business while allowing them to create significant value. 2. Proactive Management - Many prospective buyers never ask for the opportunity to buy their owner's business. Many are reluctant because they are unfamiliar with the process or believe they can't qualify for financing. Interestingly, it's the financials of the company, not the individuals that drive the ability to perform a non-sponsored buyout. The best way to start such discussions is to informally ask if the owner is open to discussing it. Once you get a 'yes' (even a tentative 'yes'), more homework can begin. 3. Agreement on Purchase Price - Agreeing on a purchase price can be as complicated or as simple as both parties want to make it. Still, most small to mid-sized companies are valued at a multiple of between 4 to 7 times cash flow (commonly called 'EBITDA' - for earnings before interest, taxes, depreciation and amortization). As an example a company that makes $2 million a year EBTIDA would be worth $10 million at a 5 multiple (5X). Knowing this, the most direct way to get a price is to ask the owner their price. Any purchase price within a 4 to 7 range will probably work. In fact, our experience has shown buyers will end up owning more through a non-sponsored buyout than a sponsored buyout even if they have to overpay some in order to buy the company. 4. Understanding of Financing Options - Most companies know they can get debt from banks and equity from buyout funds. However, a there are a variety of lesser known funding sources such as subordinated debt lenders, insurance companies, corporate development companies, hedge funds and other specialty lenders that will lend beyond a traditional bank. These are the same institutions that buyout firms use. Depending on the economic climate many of these firms will lend up to and sometimes over 4 times cash flow (EBITDA). Buyout Math: Putting it all together Following the math here, if a buyer purchases a company for $10Million (5X EBITDA) and can borrow $8Million (4X EBITDA) they end up owning 80% of the Company. Owners are satisfied because they get cash up front with no recourse. Buyers like it because they get control. Also, most of these specialty lenders do not require personal guarantees limiting the downside risk to new owners. Over time the owner's remaining interest can be bought out, often at a higher valuation. Most important, the value to all parties is directly driven by the buyer's performance rather than financial engineering by outside investors. Lantern Capital Advisors Management Buyout Services Lantern Capital Advisors works with management teams to evaluate a company's business and potential for a management buyout. If it is believed that the future of the business provides a strong potential for success, Lantern Capital Advisors will work with management to draft a letter of intent (proposal) to purchase the Company from the owner. Often one of the biggest road blocks to executing a management buyout is the owner's belief whether management is a qualified buyer. To gain the confidence of management and the owner, Lantern Capital Advisors pre-qualifies the buyout with multiple potential lenders/investors prior to submitting a proposal to the owners so that both owner and buyer can feel confident a deal can get done. Lantern Capital Advisors can also help management and owner identify an independent valuation firm to justify the purchase price both for the potential buyer and seller. Once an owner accepts the letter of intent, Lantern Capital Advisors will work with management to draft a business plan and financing request to secure the needed capital. Lantern Capital Advisors will arrange meetings with interested lenders and investors and will assist with the negotiations of all financing proposals. The goal is to find financing that optimizes management's ownership potential and long term objectives.
What are the building blocks of theory?
Theory is an abstract generalization that systematically explains how phenomena is interrelated, consisting of concepts and a set of propositions.
What are 4 components of theory?
Four components of a theory typically include concepts, definitions, assumptions, and propositions. Concepts are the building blocks of a theory, definitions provide clarity on these concepts, assumptions are the underlying beliefs, and propositions are statements that explain the relationships between concepts in the theory.
How old was brann in building blocks?
He was 12 building blocks old, or 35 in dog-building blocks
Basic building blocks of everything?
the building blocks of life are cells the building blocks of matter are atoms
What are the building blocks of molecules?
Atoms are the building blocks of molecules.
What are the building blocks of life?
Cells are the building blocks of life.
What are the buliding blocks of your bodies?
What are the building blocks of your bodies?The building blocks of are bodies are called cells!
What are building blocks of matter of life-proteins?
The building blocks of life are cells or you may mean that amino acids are the building blocks of proteins.
Is building blocks of matter a change?
No. The building blocks of matter are atoms, not a process.
What are the basic building blocks of cells?
Proteins are basic building blocks of the cells.
What are building blocks of many structuers?
Proteins are the building blocks of many structures,
What are the building blocks of all compounds?
The building blocks of all compounds are atoms.
