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It's an organization or person who owns or shares a stock in a company
Ophelia Schroeder
Verlie Corwin
It's an organization or person who owns or shares a stock in a company
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What has the author Mark T Gerdes written?
Mark T. Gerdes has written: 'Optimising sales brochure purchase and Stockholding'
Why is stocktaking essential in any business?
To determine the correct opening and closing stockholding and therefore an accurate G.P. over any given period.
What are the anti-combination laws passed in the late 1880's?
The anti-combination laws passed by numerous states in the late 1880's were in response to the use of stockholding trusts to create business monopolies.
What are the anti combination laws passed in the late 1880's?
The anti-combination laws passed by numerous states in the late 1880's were in response to the use of stockholding trusts to create business monopolies.
Who owns the united airways in memphis?
Unites Airlines is owned by a the stockholding company United Continental Holdings, Inc. This company changed it's name from UAL corporation after a merger between United airlines and Continental Airlines.
What is the purpose of a warehouse?
Our primary aim for our warehouses and distribution centres is to facilitate the movement of goods from our suppliers to our customers and, by doing so, meet our customers' demand in a timely and cost-effective manner. In order to achieve this efficiently we may have to hold stock, but this is not the main role of our warehouses. We may hold stock for contingencies, or to give a rapid customer service, or in preparation for a new product launch. But in their purest form our warehouses, like passenger terminals, should be transhipment areas from where we despatch all the goods we receive as effectively and efficiently as possible. If we could achieve this we would not incur costs in holding goods (or people) unnecessarily. However, the overriding factor is that we must meet our customers' demand and expectations. For this reason we must hold some stock, but we should minimise this so that we avoid stockholding costs. Our basic aim must be to minimise the total cost of the operation while providing the desired level of service. Some valid reasons for holding stock include the following. * As a buffer/consolidation point between two production processes * To cover demand during suppliers' lead-time * To enable savings to be made through bulk purchases or discounts * To cope with seasonal fluctuations * To provide a variety of product in a centralised location * The build up/holding of anticipation stocks (for example, before a new product launch) * The build-up and holding of investment stocks In addition we may also use warehouses to break bulk stocks down into smaller orders, to tranship goods, to consolidate and complete order activities for our various dependent locations. We should view a warehouse as a place to tranship goods to customers. This may involve some temporary storage but, essentially, it is a place where we undertake customer order completion, combining individual items from various locations and possibly splitting bulk products. Our primary aim for our warehouses and distribution centres is to facilitate the movement of goods from our suppliers to our customers and, by doing so, meet our customers' demand in a timely and cost-effective manner. In order to achieve this efficiently we may have to hold stock, but this is not the main role of our warehouses. We may hold stock for contingencies, or to give a rapid customer service, or in preparation for a new product launch. But in their purest form our warehouses, like passenger terminals, should be transhipment areas from where we despatch all the goods we receive as effectively and efficiently as possible. If we could achieve this we would not incur costs in holding goods (or people) unnecessarily. However, the overriding factor is that we must meet our customers' demand and expectations. For this reason we must hold some stock, but we should minimise this so that we avoid stockholding costs. Our basic aim must be to minimise the total cost of the operation while providing the desired level of service. Some valid reasons for holding stock include the following. * As a buffer/consolidation point between two production processes * To cover demand during suppliers' lead-time * To enable savings to be made through bulk purchases or discounts * To cope with seasonal fluctuations * To provide a variety of product in a centralised location * The build up/holding of anticipation stocks (for example, before a new product launch) * The build-up and holding of investment stocks In addition we may also use warehouses to break bulk stocks down into smaller orders, to tranship goods, to consolidate and complete order activities for our various dependent locations. We should view a warehouse as a place to tranship goods to customers. This may involve some temporary storage but, essentially, it is a place where we undertake customer order completion, combining individual items from various locations and possibly splitting bulk products.
What are essential components of effective mis and why describe the mis of an organisation by giving the detail of description and critically?
1. A marketing information system (MIS) is intended to bring together disparate items of data into a coherent body of information. An MIS is, as will shortly be seen, more than raw data or information suitable for the purposes of decision making. An MIS also provides methods for interpreting the information the MIS provides. Moreover, as Kotler's1 definition says, an MIS is more than a system of data collection or a set of information technologies:"A marketing information system is a continuing and interacting structure of people, equipment and procedures to gather, sort, analyse, evaluate, and distribute pertinent, timely and accurate information for use by marketing decision makers to improve their marketing planning, implementation, and control".Figure below describes the major components of an MIS, the environmental factors monitored by the system and the types of marketing decision which the MIS seeks to underpin.The marketing information systems and its subsystemsThe explanation of this model of an MIS begins with a description of each of its four main constituent parts: the internal reporting systems, marketing research system, marketing intelligence system and marketing models. It is suggested that whilst the MIS varies in its degree of sophistication - with many in the industrialised countries being computerised and few in the developing countries being so - a fully fledged MIS should have these components, the methods (and technologies) of collection, storing, retrieving and processing data notwithstanding.Internal reporting systems: All enterprises which have been in operation for any period of time nave a wealth of information. However, this information often remains under-utilised because it is compartmentalised, either in the form of an individual entrepreneur or in the functional departments of larger businesses. That is, information is usually categorised according to its nature so that there are, for example, financial, production, manpower, marketing, stockholding and logistical data. Often the entrepreneur, or various personnel working in the functional departments holding these pieces of data, do not see how it could help decision makers in other functional areas. Similarly, decision makers can fail to appreciate how information from other functional areas might help them and therefore do not request it.The internal records that are of immediate value to marketing decisions are: orders received, stockholdings and sales invoices. These are but a few of the internal records that can be used by marketing managers, but even this small set of records is capable of generating a great deal of information.
