Blaine Case

Official Summary: In outline, proposal by the broker to repurchase 14 million remarkable portions of Blaine Kitchenware with $ 50 million obligation and $209 million money close by would bring about after monetary measurement changes: * Increase the estimation of the firm through the advantage of duty shield from current $960million to $1. 063billion. * The offer outcomes in 3% expansion in EPS from $0. 91 to $0. 93 dependent on 2006 money related numbers. * An expansion of 7. 3% on ROE from 11% to 18. 3% dependent on 2006 money related numbers. * After modification, share costs will be $18. 0. Proposed Buy-Back Plan Analysis:Although Blaine’s current money related circumstance is sound with no obligation, its present monetary record is under turned and over fluid contrast with its companions. The current money related structure wins little profit for the momentary resources while doesn't permit the firm to profit by any obligation premium duty shield. The proposed capital str ucture will profit the organization by turning its asset report. It will give an intrigue charge shield to the pay accordingly expanding the estimation of the firm for the investors. Since enthusiasm on obligation is a duty deductible cost, assuming obligation will viably bring down the available salary permitting the firm to pay less tax.The current enormous money and momentary attractive protections on the monetary record make Blaine an alluring objective for a dominate. The enormous money on monetary record could viably be utilized as an insurance to fund a dominate or merger of Blaine. Such attributes pull in private value firms in which can use the over-fluid circumstance for their potential benefit. The current develop nature of business additionally requires a turned capital structure. A firm in this circumstance ought not follow a hierarchy, as it would hold down the estimation of the firm while making it alluring for a dominate or merger.Less money in asset report additiona lly diminishes office cost by compelling directors to put distinctly in circumstances that are lined up with investors vision and premium in this manner lessening inefficient speculations not profiting investors. Concerning the future acquisitions, Blaine can either utilize obligation or issue stocks when proper. Moreover the proposed share repurchase will give more control to family speculators. Since beginning IPO and past acquisitions has weakened the offers, family control in Blaine has been on decrease and a wellspring of concern.The proposed share repurchase will return more control into family investor hands further setting their help for the new capital structure. The repurchase offer would influence both pay explanation and monetary record of the firm. To be determined sheet obligation is expanded by $50 million, money is diminished by $209 million while value is decreased by $259 million. The rest of the money can be utilized to finance occasional pinnacle activity in blen d with extra transient obligation should it be required. Our EPS will increment by 3% to $0. 93 from current $0. 91 and our ROE will see a huge increment from 11% to 18. % further bringing Blaine closer to its rivals. The consequence of extra obligation in a critical position sheet will expand the estimation of the firm from current $960million to $1. 063billion while balanced offer costs will ascend to $18. The expansion in share esteem is because of increment in the estimation of the firm from $960million to $1. 06billion due to turning up the firm since estimation of any turned firm is its unlevered esteem in addition to its assessment rate duplicated by its enthusiasm bearing obligation. The $18. 50 offer holds a premium over balanced future offer cost of $18 hence making the proposed capital structure appealing to shareholders.The obligation to value proportion of 2. 5% is as yet traditionalist and lined up with the vision of the organization not to over use obligation in its c apital structure. Moreover the expansion in Enterprise Value to EBITDA proportion from 9. 9% to 14. 8% will make the firm progressively exorbitant to be obtained along these lines less appealing for a dominate. A profit strategy instead of the stock repurchase won't give a similar incentive to the organization and its investors. Profits are exposed to higher duty rate contrast with capital addition expanded because of offer purchase back.This debilitates investors from want to get high profits instead of higher capital addition as offer qualities increment. An examination is made underneath between the proposed capital structure and profit strategy. | Share buyback| One-time extraordinary money dividends| Pros| Increase EPS/ROE, pos. indication of future profit, Lower charge rate contrast with div policy| Happy investors, positive indication of future income, | Cons| Limiting liquidity, opportunity cost | Limiting liquidity, opportunity cost, higher expense rate contrast with capita l addition policy| Share outstanding| Decrease| No change|EPS| Increase| No change| ROE| Increase| In rundown we suggest the offer repurchase plan, as it will build the estimation of the firm, shield some portion of pay from charges, increment return on value and brings down organization cost. The expansion in estimation of the firm and lower money close by additionally makes the firm less alluring objective of a dominate. Supporting Material: Case Exhibit 1 Income Statement| | With Repurchase Option| |  | | |Operating Results:| | 2004 | 2005 | 2006 | 2006 | Revenue| | 291,940 | 307,964 | 342,251 | 342,251 | Less: Cost of Goods Sold| | 204,265 | 220,234 | 249,794 | 249,794 | Gross Profit| | 87,676 | 87,731 | 92,458 | 92,458 | Less: Selling, General and Administrative| 25,293 | 27,049 | 28,512 | 28,512 | Operating Income| | 62,383 | 60,682 | 63,946 | 63,946 | Plus: Depreciation and Amortization| | 6,987 | 8,213 | 9,914 | 9,914 | EBITDA| | 69,370 | 68,895 | 73,860 | 73,860 |  | |  | |EBIT| | 62,383 | 60,682 | 63,946 | 63,946 | Plus: Other Income (expense)| | 15,719 | 16,057 | 13,506 | 0 | No attractive security income| Less Interest| | 0 | 0 | 0 | 3,375 | Tax shield amount| Earnings Before Tax| | 78,101 | 76,738 | 77,451 | 60,571 | Less: Taxes| | 24,989 | 24,303 | 23,821 | 18,629 | Net Income| | 53,112 | 52,435 | 53,630 | 41,942 | Dividends| | 18,589 | 22,871 | 28,345 | 22,167 | Assume same 53% div policy|  | |  | |  | | Margins:|  | |Revenue Growth| | 3. 2%| 5. 5%| 11. 1%| 0. 0%| | Gross Margin| | 30. 0%| 28. 5%| 27. 0%| 27. 0%| | EBIT Margin| | 21. 4%| 19. 7%| 18. 7%| 18. 7%| | EBITDA Margin| | 23. 8%| 22. 4%| 21. 6%| 21. 6%| | Effective Tax Rate (1)| | 32. 0%| 31. 7%| 30. 8%| 30. 8%| | Net Income Margin| | 18. 2%| 17. 0%| 15. 7%| 12. 3%| | Dividend payout ratio|  | 35. 0%| 43. 6%| 52. 9%| 52. 9%| | Case Exhibit 2 Balance Sheet| | With Repurchase Option|  | | Assets:| | 2004 | 2005 | 2006 | 2006 |Cash and Cash Equivalents| | 67,391 | 70,853 | 66,557 | 21,866 | Marketable Securities| | 218,403 | 196,763 | 164,309 | 0 | Accounts Receivable| | 40,709 | 43,235 | 48,780 | 48,780 | Inventory| | 47,262 | 49,728 | 54,874 | 54,874 | Other Current Assets| | 2,586 | 3,871 | 5,157 | 5,157 | Total Current Assets| | 376,351 | 364,449 | 339,678 | 130,678 |  | |  | Property, Plant and Equipment| | 99,402 | 138,546 | 174,321 | 174,321 | Goodwill| | 8,134 | 20,439 | 38,281 | 38,281 |Other Assets| | 13,331 | 27,394 | 39,973 | 39,973 | Total Assets| | 497,217 | 550,829 | 592,253 | 383,253 |  | |  | Liabilities and Shareholders' Equity:| |  | Accounts Payable| | 26,106 | 28,589 | 31,936 | 31,936 | Accrued Liabilities| | 22,605 | 24,921 | 27,761 | 27,761 | Taxes Payable| | 14,225 | 17,196 | 16,884 | 16,884 | Total Current Liabilities| | 62,935 | 70,705 | 76,581 | 76,581 | Other liabilities| | 1,794 | 3,151 | 4,814 | 4,814 | debt| | 0 | 0 | 0 | 50,000 |Deferred Taxes| | 15,111 | 18,434 | 22,495 | 22,495 | Total Liabilities | 79,840 | 92,290 | 103,890 | 153,890 | Shareholders' Equity| | 417,377 | 458,538 | 488,363 | 229,363 | Total Liabilities and Shareholders' Equity| 497,217 | 550,829 | 592,253 | 383,253 |  | EPS |  | Per Outstanding Shares of| Before| $0. 908 | 59,052,083 | After| $0. 931 | 45,052,083 | Improvement| 2. 51%| | ROE|  | @ Book Equity| Before| 10. 98%| $488,363 | After| 18. 9%| $229,363 | Equity Value|  | Vu| $959,596 | VL| $1,063,196 | New Share Prices| $18. 00 | Case Exhibit 3 †Peer Comparison | Home ; Hearth Design| AutoTech Appliances| XQL Corp. | Bunkerhill, Inc. | EasyLiving Systems| | Blaine Kitchenware| Blaine Kitchenware After Repurchase| |  | | Revenue| $589,747| $18,080,000| $4,313,300| $3,671,100| $188,955| | $342,251| 342251. 25| EBIT| 106,763 | 2,505,200 | 721,297 | 566,099 | 19,613 | 63,946 | 63945. 5| EBITDA| 119,190 | 3,055,200 | 796,497 | 610,399 | 23,356 | 73,860 | 73,860 | Net income| $53,698| $1,416,012| $412,307| $335,073| $13,173|  | $53,630| 41941. 55799| | Cash ; securities| $21,495| $536,099| $21,425| $153,680| $242,102| | $230,866| 21,866 | Net working capital*| 54,316 | 1,247,520 | 353,691 | 334,804 | 21,220 | 32,231 | †| Net fixed assets| 900,803 | 7,463,564 | 3,322,837 | 815,304 | 68,788 | 174,321 | 174,321 | Total assets| $976,613| $9,247,183| $3,697,952| $1,303,788| $332,110|  | $592,253| 383,253 | |Net obligation (1)| $350,798 | $4,437,314 | $950,802 | $238,056 | ($64,800)| | ($230,866)| 28,134 | Total debt| 372,293 | 4,973,413 | 972,227 | 391,736 | 177,302 | †| 50,000| Book equity| $475,377 | $3,283,000 | $2,109,400 | $804,400 | $94,919 |  | $488,363 | 229,363 | Market capitalization| 776,427 | 13,978,375 | 5,290,145 | 3,962,780 | 418,749 |  | 959,596 | 1063196. 354| Enterprise esteem (MVIC)| $1,127,226 | $18,415,689 | $6,240,947 | $4,200,836 | $353,949 |  | $728,730 | 1,091,330 | Equity beta| 1. 03| 1. 24| 0.

Slavery in Latin America Essay -- Latin American History Slavery Essay

Bondage in Latin America Chile History Prior to the appearance of the Spanish in the sixteenth penny., the Araucanians had for quite some time been in charge of the land in the southern piece of the district; in the north, the occupants were governed by the Inca domain. Diego de Almagro, who was sent by Francisco Pizarro from Peru to investigate the southern area, drove a gathering of men through the Andes into the focal marshes of Chile however was fruitless (1536) in setting up a decent footing there. In 1540, Pedro de Valdivia walked into Chile and, in spite of bold opposition from the Araucanians, established Santiago (1541) and later settled La Serena, Concepciã ³n, and Valdivia. After an underlying time of unremitting fighting with the locals, the Spanish prevailing with regards to oppressing the indigenous populace. In spite of the fact that Chile was ugly to the Spanish due to its separation from Peru toward the north and its absence of valuable metals (copper was found a lot later), the Spanish built up a peaceful society there dependent on enormous farms and haciendas worked by indigenous individuals; the yields were sent to Peru. During the long frontier time, the mestizos turned into a sharecropper class, called inquilinos; albeit actually free, most were practically speaking bound to the dirt. During a large portion of the provincial time frame Chile was a captaincy general ward upon the viceroyalty of Peru, yet in 1778 it turned into a different division basically free of Peru. Regional cutoff points were not well characterized and were the reason, after freedom, of protracted limit debates with Peru, Bolivia, and Argentina. The development toward freedom started in 1810 under the administration of Juan Martã ­nez de Rozas and Bernardo O'Higgins. The principal stage (1810-14) finished tragically at Rancagua, to a great extent in light of the contention of O'Higgins with Josã © Miguel Carrera and his siblings. In 1817, Josã © de San Martã ­n, with unbelievable hardship, brought a military over the Andes from Argentina to Chile. The next year he won the definitive clash of Maipã º over the Spaniards. The New Nation O'Higgins, who had been picked preeminent executive, officially announced Chile's autonomy Feb. 12, 1818, at Talca and set up a military despotism that described the republic's governmental issues until 1833; O'Higgins administered Chile from 1818 until 1823, when solid restriction to his approaches constrained him to leave. During this time the Britis... ... an immature nation met with little achievement, albeit incredible individual fortunes were amassed from tin mining by investors, for example, Simã ³n I. Patiã ±o. Clashing cases to the Chaco, which was believed to be oil-rich, welcomed on one more tragic regional war, this time with Paraguay (1932-35). The battling finished in 1935 with the two countries depleted and Bolivia vanquished and deprived of the greater part of its cases around there. Projects for restoring the ills of the country were hampered by military overthrows and countercoups. World War II demonstrated an aid to the Bolivian economy by expanding requests for tin and wolframite. Global weight over star German components in the administration in the long run constrained Bolivia to break relations with the Axis and announce war (1943). Rising costs exasperated the fretfulness of the excavators over hopeless working conditions; strikes were mercilessly stifled. The emergency arrived at a top in Dec., 1943, when the nationalistic, genius digger National Revolutionary Movement (MNR) built a fruitful revolt. The system, in any case, was not perceived by other American countries (with the exception of Argentina) until 1944, when star Axis components in the MNR were formally expelled.

Top 10 Communication Tips 2011 #10 COLUMBIA UNIVERSITY - SIPA Admissions Blog

Top 10 Communication Tips 2011 â€" #10 COLUMBIA UNIVERSITY - SIPA Admissions Blog This is the tenth and final entry in our “Top 10? list for you to consider when communicating with our office and applying. Number 10 â€" Subscribe to this blog The best way to stay up-to-date regarding matters of admission is to subscribe to this blog.   Yes the SIPA Web site is a great source of information and you should scour it for information, but for the most part the Web site is static and is rarely updated.   We try to update it as needed, but the blog is much more informative as far as the day-to-day things going on in our office. Over in the right menu of the blog there is an empty box with “Subscribe” written below it.   Simply enter your email and each and every time this blog is updated, you will receive an email message letting you know there is new content. Why is it a good idea to subscribe?   Well for one we try to monitor common questions and post answers to the site for mass consumption.   Two, this is your window into the admission cycle.   We will update you on what is going on in our office.   And finally, this is a great way to find out more about what is going on at SIPA and to learn about fellowship opportunities.   You can consider this to be the most frequently updated Web space concerning matters of admission and financial aid.

Assassination Of Jfk s Assassination - 1140 Words

On the 20th of January 1961, the United States of America elected their 35th President, John Fitzgerald Kennedy. However, two years later, he was assassinated. The assassin, Lee Harvey Oswald was arrested 70 minutes after the assassination. There have been numerous debates over the last 55 years regarding this incident. Many people claim there is a conspiracy behind the case, allowing various conspiracy theories to emerge over the years. One specific theory is about how the mafia was involved with JFK’s assassination. In 1963, the USA Presidential elections were approaching and so JFK and his wife Jacqueline travelled to Dallas, Texas to campaign. On the day of JFK’s assassination, specifically the 22nd of November 1963, JFK, his wife†¦show more content†¦It also concluded that Jack Ruby worked alone when he assassinated Oswald. Lee Harvey Oswald, the assassin, was caught at a movie theatre. Before he could be questioned, Oswald was shot by Jack Ruby, nightclub owner, in the basement of the Dallas Police Headquarters, while being led to a car, which was to transport him to the local county jail. This left the case unsolved as Oswald was not questioned properly. Ruby claimed he was distraught about the President’s death and that he did not want Mrs Kennedy to go through pain at the trial of Oswald, which was his reason for killing Oswald. This raised questions as Ruby was seen with Oswald various times, proving that Ruby and Oswald were acquaintances, and that Ruby may have had another motive for killing Oswald. Ruby owned The Carousel, which is where Oswald was seen a few days before the assassination. Bill Demar, one of the MCs at The Carousel, identified Oswald as a regular patron at the place. Other workers at The Carousel supported this argument including Harvey Wade, Wally Weston, Janet Conforto and Beverly Oliver. Oliver confirmed that she had once seen Conforto, Ruby and Oswald sitting together. She was then introduced to Oswald by Ruby as his ‘friend’. Oswald also had many connections to the Mafia, especially crime boss, Carlos Marcello. During the time Oswald lived in New Orleans, he lived with the Dutz Murret family, Dutz Murret

Political Polarization Is Defined As The Division Into Two...

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Entrepreneurial Business Plan Learning Disability Service Free Essays

Introduction There are those who seek out opportunities from the very situations where others fear chaos or are lost in confusion. These individuals often act as catalysts to bring about a change that reshapes a market place. They are thought of as Olympic athletes who constantly challenge themselves to surpass barriers, or long distance runners who are undeterred in bearing the agony of running miles, or symphony orchestra conductors who are experts in balancing the skills and sounds of people and instruments respectively in a cohesive unit, or top-gun pilots who endlessly challenge the limits of speeds and daring. We will write a custom essay sample on Entrepreneurial Business Plan: Learning Disability Service or any similar topic only for you Order Now From a psychological perspective, these individuals are driven by their quest to achieve or obtain something. They experiment and take risks to accomplish something and often resent authorities of others over them. To economists, these individuals gather resources, people, materials, information and other assets to create a value greater than before. The academia has come to recognize them as ‘entrepreneurs’ and their entrepreneurial activities as ‘entrepreneurship’. Entrepreneurs are important segment of any economy as they often spearhead innovations; many of which turn out to be seedlings of future large corporations. Keeping the importance of entrepreneurship in view, this essay focuses on deliberating an entrepreneurial proposal, with an aim to realize the rigors of formulating a business plan from an idea that creates value in general. Entrepreneurship According to Hisrich (2001) â€Å"Entrepreneurship is the process of creating something new with value by devoting the necessary time and effort, assuming the accompanying financial, psychic and social risks, and receiving the resulting rewards of monetary, personal satisfaction and independence.† Nafziger (1997 and 2006) states that entrepreneurship is comprised of basic features; coordination of production factors such as land, labor, and capital, decision making under uncertain conditions innovation and creative solutions to problems and fulfillment of a market gap with an input completer. The entrepreneurial business plan proposed in this essay will try to adhere to these definitions and incorporate the aforementioned features. Business Plan The business plan is to create an online service for people with learning disabilities. This plan is both entrepreneurial and socially driven and therefore it can be termed as social entrepreneurship. The distinction between business entrepreneurs and social entrepreneurs is that the latter are driven by a social mission while the former is more focused towards wealth generation (Dees and Emerson, 2001). The online service titled as â€Å"LDS†, will allow users to find out what’s going on in their communities, and provide information for the nearest and cheapest available social care support options for them to seek. LDS service would be designed like the â€Å"ebay of social care for people with learning disabilities,† It will assist care providers in knowing what services support and funds they are entitled to. Moreover, it will help care providers in planning their budget for a personalized social care support. It will also allow socialization among users in terms of forming communities, organizing events and activities and share information; all with an overall social care agenda. Business Model The prevailing business environment is manifested by rapid innovation and diffusion of new internet based information technologies (Bruin and Dupuis, 2003). These technologies create many new windows of entrepreneurial opportunities. The pervasiveness of the internet, which is a â€Å"communication medium that allows, for the first time, the communication of many to many, in a chosen time on a global scale†(Castells, 2001, p.2 in Bruin and Dupuis, 2003), presents new ways of working and entrepreneurial opportunities. The LDS is another such entrepreneurial endeavor made possible by the internet based information and communication technologies. It is a complete e-business initiative. As a social and commercial enterprise, LDS will operate as a commercial entity. It will generate its revenue from the advertisement fees charged to the service providers, individual carers, and product stores who are likely to post their products and services over LDS. It will also generate revenue from a small one time registration fee charged to the users. LDS will operate partly on a wiki principle. A wiki is a website which is partly user generated i.e. its users are allowed to create and manipulate its content via web browser. Wikis are usually run by wiki software and are typically operated collaboratively by several users. Through its wiki principle, the LDS website will allow users to provide their input; making this service a knowledge sharing portal dedicated towards caring people with learning disabilities. Moreover, it will serve as a portal for users to organize communities of users and clients. In order to monitor the activities of users to maintain focus and direction of the website, level of access will be enforced upon users. The LDS will be created as an eMarketplace which would help people take charge of their own support. LDS will provide products and services for the social care sector through four interrelated modules. These modules are designed keeping the needs of the different users in mind. They are; Individuals Service Providers Budget Managers and Community Macro Anslysis More than 1.5 million people in the United Kingdom have a learning disability making it one of the most common forms of disability in the UK. Learning disabilities the most overlooked and least understood disabilities. Thus there is a dire need to spread awareness regarding learning disabilities and its support (LDC, 2012). In 2004, the government of UK established the commission for social care inspection (CSCI) which has been publishing reports on the state of social care England annually since 2005. According to the data of 2006-07, the councils in UK had spent ?14.24 billion on social services. This is the gross amount spent on social services. As much as 60% of this amount was used in financing services for older people whereas people with learning disabilities received the second largest share which is 22% of total spending amounting to ?3.12billion (LDC, 2012). The coalition government in UK government brought a major policy shift by reducing social spending in national budgets. The Emergency Budget in June 2010 enforced a reduction worth ?6.2 billion, including cuts in money given to Local Governments by ?1.165 billion. The Emergency Budget also initiated other big changes to the welfare system and Disability Living Allowance. For instance, it was followed by the Comprehensive Spending Review and the settlement for local councils. The Comprehensive Spending Review recognized the persistent underfunding of social care, which resulted in an influx of extra ?2 billion per year for social care services by promised by the government. However, this amount is not enough to cater the increase in the numbers of people requiring support (LDC, 2012). In response to the aforementioned changes, Learning Disability Coalition, an independent organization, got engaged in supporting people with different learning disabilities. It carried out a survey of local authorities to assess the effects of changes introduced through the ‘Emergency Budget’ and ‘Comprehensive Spending Review’. A similar survey of over 350 disabled people, their families and care providers was carried out to ask them how the policy changes had affected them. It concluded that 90% of local authorities had less funding than before and 84% termed their funding conditions as â€Å"difficult†. Out of these, 20% were planning to cut services. As for the individuals with learning disabilities, 20% complained about a reduction in hours of care provided while 19% were faced with reduction support fund. About one third of the disabled people and their care providers had been contacted by their respective councils regarding a change to eligibil ity criteria (LDC, 2012). Considering the issues discussed above, it is viewed that LDS will provide an innovative solution to all these stakeholders in utilizing their resources more effectively; thus creating a value for the society and an opportunity for the business person. Stakeholders The LDS is an open marketplace that can be accessed and used by anyone. It can be: Individuals, They comprise of people having learning physical or other mental disabilities, as well as older people. Local Authorities, They can range from urban metropolitan authorities to County Councils, all having different structures and strategies, and being at different stages in their move towards personalisation. Service providers, They can include national providers, smaller regional providers and local micro-providers. Broker Organizations, and Voluntary Sector Organisations. It is vital to understand that these stakeholders vary in their interests and requirements; therefore an all-around approach will be adopted in order to successfully position LDS, which would help in engaging with each of these target audiences. LDS will engage Local Authorities on a regional basis through the ‘Joint Improvement Partnerships’ (JIPs) as well as ‘Regional Improvement and Efficiency Partnerships’ (RIEPs). Direct engagement will also be targeted. LDS will engage service providers mainly through Local Authorities, which will be effective in utilizing their existing networks and relationships. Proactive service providers would be sought directly. Market Position LDS will serve as a platform for numerous service and products related to social care. They could be offered by any stores and service providers – all gathered in one marketplace. The attraction of LDS to its customers is that it will meet the requirements of each individual customer group i.e. individuals, local authorities, service providers and broker organizations through its multi-facet software system, whilst providing them with a common platform to collaborate in providing/seeking social services. The LDS will be positioned within the social care industry to provide some of the following services leading to various benefits to its stakeholders: ServicesBenifits IndividualsAccess to a best value, high quality marketplace; Ordering and payment process for services; Tool to manage personalized budget. Tool to enable employment of personal assistants.Easy setup and planning of budgets; Reduced administration costs; Access to best value catalogues; Easy reporting to funding bodies. Local AuthoritiesLow cost marketing channel for service providers; Ability to setup an online retail store catalogue; Automated purchase to pay process;Low cost sales marketing channel; Easy management of online store; Automated billing process; Budget ManagersTool for brokers and/or LAs to setup and manage personal budgets; Tool for LAs to review and audit support plans and outcomes Management of budgets and support plans for many clients; Administration of clients orders and invoices; Reporting on funding, spend and outcomes. Easy integration reporting with existing systems.Macro / micro manage details of multiple clients; Reduced personal budget administration costs for individual and LA; Automated financial processes; Report on funding, spend outcomes. Fewer administrative review visits required. More time available for value added activities. CommunityUser friendly information tool for individuals; Content rich marketing channel for providers (beyond being a list); Easy administration of catalogue for LA; Reporting on utilisation and trends. Efficient effective way to find services events which form part of support plan; Free marketing for providers Low cost admin and maintenance for LA; Useful information for LA as a market manager. Marketing Mix In order to promote LDS and widen its clientele, collaborative relationships will be established with Social Care service providers. Some of the organizations that LDS will be looking forward to collaborate with include; Association for Real Change (ARC) BILD (British Institute of Learning Disabilities) Downs Syndrome Association Foundation for People with Learning Disabilities Mencap National Autistic Society National Family Carer Network People First Real Life Options Sense The Hesley Group The National Forum for People with Learning Difficulties Turning Point United Response Voyage Furthermore, LDS will create a promotional calendar to engage with individual and general population. LDS will also carry out promotion activities at relevant national and regional events. Moreover, LDS will make various other marketing materials which would be made readily available to reinforce the brand. These materials will include: electronic newsletters, standardized fliers, presentations, mugs, and key-rings etc. LDS will also try to get media coverage and contribute in several national publications. Monitoring and Evaluation YearObjectives Year 1Launch initial pilot program for users Continued marketing By the third quarter of the first year, launch a complete version of the program Bring along atleat 100 different service providers Engagement with at least 5 Local Authorities Launch a whole scale application that could be run on a Partner’s website Year 2Engagement with at least 10 Local Authorities Achieve target for ?50m spend by service users over LDS by the end of second year Year 3Engagement with at least 15 Local Authorities Achieve target for ?200m spend by service users over LDS by the end of second year Expansion to overseas market References Bruin, A. and Dupuis, A (2003). Entrepreneurship: New Perspectives in a Global Age. Ashgate Publishing, Ltd. Dees, J. G., Emerson, J. Economy, P. (2001) Enterprising Non-profits: A Toolkit for Social Entrepreneurs. New York: Wiley Sons, Inc. Hisrich, R.D (2011) Entrepreneurship. Tata McGraw-Hill Education LDC, (2012) Learning Disability Coalition. {online} www.learningdisabilitycoalition.org.uk Nafziger, E. Wayne (1997), The Economics of Developing Countries, Third Edition, Prentice-Hall, New Jersey Nafziger, E. Wayne (2006), Economic Development, 4th edition, Cambridge University Press, Cambridge How to cite Entrepreneurial Business Plan: Learning Disability Service, Essay examples

Policy and structure of Westpac Banking-Free-Samples for Students

Questions: 1.Write a Literature review of west pac Corporate Social responsibility? 2.Write a Literature review of westpac Organisational Structure.? 3.Write a Literature review of westpac Organisation Technology? Answers: 1.Literature review of Westpac Corporate Social Responsibility The topic sentence regarding this literature review is to find out the social responsibilities performed by Westpac Banking. Corporate social responsibility is an essential part in corporate fabric. It helps to obtain the goodwill of the stakeholders and the market value of the corporation is depending on a good policy regarding CSR (Tai Chuang, 2014). The global banks are concentrating on these policies to gain reputation on worldwide basis and these policies are helpful to strengthen the relationship with the stakeholders. Westpac banking is popularly known regarding their CSR policies and they have made a firm commitment regarding the policies (Suliman, Al-Khatib Thomas, 2016). First statement of Corporate Social Responsibility: The term CSR denotes certain societal obligations. The policies regarding CSR are a matter of controversy. According to Craig Smith (2016), a company should only be responsible to its shareholders and not to anyone else (Smith Rnnegard, 2016). Therefore, policies should be implemented for the interest of the stakeholders. On the other hand, Kotler and Lee (2005) accept the societal role of the company and support the CSR policy of a company. Carroll generated the notion on CSR model in the year 1991 and it has been stated by him that the company should be focussed on the ethical and philanthropic responsibilities along with the economic obligations (Lin et al., 2017). Positive customer influences of CSR policies: Maignan and Ferrell (2004) has pointed out certain positive impacts of the CSR policies on the customers and stated that the policies help to build a loyal relationship with the customers. In banking sector, loyalty and trust are important and in the words of Barone (2000), the environment friendly policies of bank will help to gain support from the customers (Homburg, Stierl Bornemann, 2013). According to Murray and Vogel, an effective CSR policy reflects the companys attitude and honesty. Westpac has taken certain measures regarding the sustainable enhancement and focussed on the value of the shareholders. The customer policy of CSR is based on fair dealing and social legitimacy. Fred Chaney (2002) has mentioned that economic development can be possible by implementing the social responsibility. Westpac has initiated certain steps regarding the improvement of the rural towns and able to gain the trust of the customers (Dell'Atti et al., 2017). Second statement of Corporate Social Responsibility: Luo (2006) has been pointed out that the CSR policies create a link between the CSR policies and customer satisfaction. An effective CSR policy helps the bank to increase its market value and the customer satisfaction is depending on the rate of market value. Westpac is one of the ancient banks in the history of Australia and it has been observed that the bank has taken many initiatives to increase their market value and it becomes a globally recognised bank now (Klettner, Clarke Boersma, 2014). The bank has able to gain the customer satisfaction with the help of their simple commitment and customer oriented policies (Moreno et al., 2014). The efforts made by the bank in the rural areas have attracted the concentration of the customers. However, Pomering (2006) had raised his voice for the customer centric policies in lieu of customer satisfaction policies. Student analysis: It has been clear from the record of the company that this leading banking authority of Australia has taken certain social policies with the intention to eradicate the malnutrition and implemented certain health care policies for the minority group of the society. The policies of the bank ensure environmental sustainability and adopted policies for the protection of the ecological substances. It works for the socio-economic development of the backward classes and war widows. 2.Literature review on Westpacs Organizational Structure: The topic sentence of the literature review is to identify the organisational anatomy of Westpac bank. An organisational structure is an anatomy of an organisation and denotes a foundation regarding the functional area of the organisation. According Hall, organisational structure is affecting the behaviour of the members. James and Jones had conceptualised the organisational structure and behaviour of the individual and tried to make a relationship in between them. An effective organisational structure has focussed on the supportive attitude of corporation to the customers (Boersma, 2015). First statement of evidence: The structural segment of Westpac has been designed to focus on the customer satisfaction. Certain strategies have been adopted to earn the support of the customers and ease the corporate function. There are number of sections structured under the Westpac bank and each of these sections has separate corporate functions and liabilities to the customers. The retail and business banking of Westpac is responsible for the marketing and sales and services are provided to the commercial customers. The system regarding the third party retail is also being governed by this section (Huang, Pepper Bowrey, 2014). The BT Financial group regulates the wealth management section of the bank. The main objective of this branch is to provide maximum protection to the wealth of the customers. The institutional banking service of Westpac is dealing with the corporate or government-based customers. The specialists of this section are expertise in market banking and provide online broking service to the c ustomers. Second statement of evidence: According to Armstrong and Stephen (2008), the purpose of the organisation is to do a thing in a proper way. The structure of an organisation is composed of such persons by whom such purpose can be achieved. The people are required to work cooperatively within an organisation. The organisational structure of Westpac has been designed on this framework and they are concentrating on the human elements required for the development of the bank (Lfsten Lfsten, 2016). The nature of the organisational structure of Westpac is unitary. In this system, all the employees are working under the umbrella of common purpose and separate units do the works. However, the above-mentioned structure describes the posts of specialised officers who are responsible for the performance of the bank. There is a change happened regarding the post-holders and new peoples have appointed in the posts. Student analysis: It can state that the future of a company depends on the organisational structure and it is important to divide the work for the easy flow of work. A neat organisational framework can be helpful in this case. 3.Literature review of Westpacs organizational technologies: The topic sentence of this literature review is to identify the importance of the technologies in the banking sectors and role of the same in the Westpac banking. Technologies play an important role in banking sector as the major part of modern banking is based on online. The ramification of information technology is considered as critical business resource. In the words of Castells (2001), the banking industry has developed drastically with the help of technologies. There are certain examples such as the online money transaction; mobile banking and electronics banking have classified the significant role of the technologies in banking sector (Abbas et al., 2014). Except these online transactions, the database regarding the banking service and the cash reserve portfolio are maintained through computer. Worldwide network system is necessary for the overall development of the bank and identifies the global nature of the bank. Technologies help to ease the demanding expectation of the c ustomers. Importance of technology in banking: According to Saeid Khajeh, the technologies are playing important role and it increases the rate of competition within the banking sector. It helps to make the financial products more transparent and deconstruction of marketing environment become easier by the help of technologies (Tai Chuang, 2014). According to Adesina and Ayo (2010), the mentality of banking authority has been changed and economy of scale has been processed in the bank to protect the business structure. First statement of evidence: The vision of the company is based on the advanced technology and many fellow researchers on the information technologies are appointed to regulate the works of the bank. The motto of the bank is to manage the customers demand systematically and implement the policies to secure the financial sectors of Westpac. Westpac is a leading banking authority of Australia as well as in New Zealand. The bank has been gaining the trust of the people since its incorporation. Millions of people holding their account in the bank and therefore, there is a need of proper servicing criteria for the bank (Homburg, Stierl Bornemann, 2013). The Westpac group is concentrating on the three bases to deal with the situation such as innovation, drive and talent. The technical department of the bank is not only deals with the emerging demand of the customers, but also monitoring the potential threat regarding the cyber security. Second statement of evidence: The technicians play an important role in the Westpac and with a view to manage the situation systematically, certain layers can be found regarding their working criteria. The first step is based on skills and experience on particular project. The second step is dealing with planning and implementation of certain policies. The next step deals with the analysis of business process. The last step deals with the communication and programming of the process. Skilled workers are always on demand in the bank and by their extensive efforts; the bank has been recognised internationally (Klettner, Clarke Boersma, 2014). In the words of Brian Hartzer, MD CEO of Westpac, the technicians are playing an important role regarding the proper management of the banking sector to ensure the financial securities to the customers. Student analysis: It can be argued that major parts of modern banking is depended on the technology and in case of global companies like Westpac, it is obvious. All the transactions of the bank is depending on online base and the database of the company is stored or captured in computerised way. Therefore, it can be stated that the organisational technology helps the bank to retain its position in the international banking sector. References: Abbas, J., Muzaffar, A., Mahmood, H. K., Ramzan, M. A., Rizvi, S. S. U. H. (2014). Impact of technology on performance of employees (a case study on Allied Bank Ltd, Pakistan).World Applied Sciences Journal,29(2), 271-276. Boersma, M. (2015). How Does Sustainable Banking Add Up?. Dell'Atti, S., Trotta, A., Iannuzzi, A. P., Demaria, F. (2017). Corporate Social Responsibility Engagement as a Determinant of Bank Reputation: An Empirical Analysis.Corporate Social Responsibility and Environmental Management. Homburg, C., Stierl, M., Bornemann, T. (2013). Corporate social responsibility in business-to-business markets: how organizational customers account for supplier corporate social responsibility engagement.Journal of Marketing,77(6), 54-72. Huang, T., Pepper, M., Bowrey, G. (2014). Implementing a sustainability balanced scorecard to contribute to the process of organisational legitimacy assessment.Australasian Accounting Business Finance Journal,8(2), 15. Klettner, A., Clarke, T., Boersma, M. (2014). The governance of corporate sustainability: Empirical insights into the development, leadership and implementation of responsible business strategy.Journal of Business Ethics,122(1), 145-165. Lin, W. L., Ho, J. A., Ng, S. I., Lee, C. (2017). Impact of Positive and Negative Corporate Social Responsibility on Corporate Financial Performance and Idiosyncratic Risk. Lfsten, H., Lfsten, H. (2016). Organisational capabilities and the long-term survival of new technology-based firms.European Business Review,28(3), 312-332. Moreno, D. P., Hernandez, A. A., Yang, M. C., Otto, K. N., Hltt-Otto, K., Linsey, J. S., ... Linden, A. (2014). Fundamental studies in Design-by-Analogy: A focus on domain-knowledge experts and applications to transactional design problems.Design Studies,35(3), 232-272. Smith, N. C., Rnnegard, D. (2016). Shareholder primacy, corporate social responsibility, and the role of business schools.Journal of Business Ethics,134(3), 463-478. Suliman, A. M., Al-Khatib, H. T., Thomas, S. E. (2016). Corporate Social Responsibility.Corporate Social Performance: Reflecting on the Past and Investing in the Future, 15. Tai, F. M., Chuang, S. H. (2014). Corporate social responsibility.Ibusiness,6(03), 117.