Name: Professor: Course: Date Financial Analysis The company

Name:
Professor:
Course:
Date
Financial Analysis
The company commenced business operations in 2001. However, after its commencing, it was faced with a financial crisis because the firm’s sales dropped from $48 million to $18 million over a period of 6 months. However, from the case study, it is evident that the company has been performing well. This is attributed to the sales margin that the company recorded in the year 2014 as compared to 2013. A snapshot of the financial statements in the case study shows that the company had been experiencing significant growth. This is evidenced by the notable difference between some of the key metrics such as gross margin, inventory, sales, net profit, and expenses generally. From a theoretical perspective, a company that portrays such level of growth is normally a good buy for investors. It is also considered a heavy investment with complex financial leverage, hence higher expected utility return. This lead to investors expecting a risk premium. It means that the company has invested a lot in the complex business cycle and therefore investors should expect higher returns at the end of the financial year. Cameron Auto Parts increased their sales margin from $105 million to $150 million between 2014 and 2013. The increase was attributed to good management effectiveness. Besides that, it is also prudent to argue that one of the other reasons that accelerated the increase was an increase in the sales of automobile in the American market. It is also evident that the company net assets increased from $65.3 million to $50.3 million in 2014. The increase was attributed to an increased and improved business cycle, therefore leading to efficient utilization of assets of the company. Over the years since inception, the company has been learning ways of cutting costs and reducing expenses. This includes the use of a $5 million credit line to reinvest back into the company by modernizing and investing in computer systems that would assist increase manufacturing efficiency. The total equity had also increased in 2014 as compared to 2013. It implies that the company was able to issue more stock to shareholders and more investors found the company an attractive business venture. The return on assets ratio in 2014 was 18.4%, an increase of 6.5% compared to 2013. This is an indication that the company was using its assets well in ensuring that the firm generates economic growth for the company’s future prospects. On the other hand, the ROA also shows that the management effectiveness was fair and the board of management was able to implement decisions that would drive growth into the company. However, the financial leverage of the firm increased between 2013 and 2014. This was attributed to heavy financial investment in order to promote growth in the company. The company’s distribution channels had been improving for the last three years with France being the largest consumer of the products produced by the company.

The net profit after tax doubled in 2014 to $12 million from $ 6 million in 2013. This was a good indication as it implies that the firm was able to maximize their revenues and minimized their expenses hence resulting in a positive outcome.

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Recommendation
The case study shows that the company is good place to invest. Some of the key drivers is that the company has a large presence in the international automobile market. Besides that the company has been showing positive incremental growth since inception and this is a major factor to consider while investing in a company. Cameron should do a joint venture with Michealand. One of the advantages is that the Australian market is a completely new move for the company. This is because it has never been involved in such before. The joint venture will see to it that the product is sold with a lot of ease. Having a plant in Australia is an advantage because Michealand knows the market well enough and sells some flexible coupings to other lines. This implies that their market source is powerful and hence a joint venture could come in handing. It has always been was one of the key goals penetrating into the international market and have the company’s presence felt in the automobile industry all over the world especially Australia. This means that the Joint Agreement t would accelerate the business strategy.
The firm was in a superior position to get into the international market because of the good cultural understanding and also the close proximity to customers and consumers. In addition to that Alex also mentioned that the company has been growing really fast and this exponential growth would make a significant impact on Cameron. With this business strategy coming into place, Cameron Auto parts would be in a position to form other similar partnership agreements with other multinationals and therefore expand their market and increase their customer base. The French agreement was proving to be a viable business with potential market of the entire European market. Its previous license agreement with McTaggars was attributed to the company being reputable for excellent credit, best manufacturing practices, good market contacts and 130 years of service delivery to its clients. Similarly, the French agreement involved a company that has long been in service and a reputable one for that matter. Embarking on the strategy would reduce and eliminate the prohibitive cost of developing and maintain sales in a foreign country. In addition to that, orders would be placed easily as the products and goods would be made locally available and this would reduce the costs of shipping and also reduce on the travel time in order for the product to get to the consumer. This would also reduce on the tax rates. It was also a good decision for administrative and economic distance reasons. Due to the fact that the product would be manufactured outside UK, it would be less subjected to taxes such as import duty and also encourage tax waivers, freight insurance and a reduction in the value added tax. In as much as misleading statements were found about the company’s capability to sustain in the market, it was reported that in France, tax reasons lead to the low sales in Germany and Holland and therefore the cause for the sporadic sales in these two countries. Pierre argued that the company was also already familiar with the product and had was willing to reduce the price by 25% in order to make sales worth 9.6 million euros. The firm was able to sell the product as fast as it could be shipped into France. Besides that, the production experience that Cameron may benefit from would increase production capacity by a huge percentage. Lastly, the value of the dollar fell during the original five year contract and the percentage of sales in euros produced a higher dollar income for Cameron without changing the price of the products sold. The disadvantages of continuing to export are loss of profits due to shipping costs, currency values, taxes and tariffs. The five year contract allows Cameron to evaluate the effectiveness of the joint venture strategy and determine whether this is a profitable venture for the company.
It is important to point out that the royalty rate was reasonable for both companies. Cameron was able to get into the French’s market using Michealand sales, force, save on tax duties, cut down lead times and freight insurance. He 4% royalty rate was effective as Michealand was in a position to sell a product that already was in demand and this helped increase sales and gain valuable insights into the firm’s manufacturing process. Both companies would benefit from the shared knowledge they could provide each other, thus make the licensing agreement valuable for everyone involved.

NAME: NOR SYAFAWATI BINTI BAHARIN
MATRIC NUMBER: 241095
LECTURER: DR. MASLINDA BINTI MOHD NADZIR
Write short evaluation on any Knowledge Management System (KMS).

BENEFIT KNOWLEDGE MANAGEMENT SYSTEM IN BANKING
Knowledge management system (KMS) is an information system specifically designed to facilitate knowledge sharing and integration. The relationship between KMS and the bank is very important and beneficial. Now, banks need to be more efficient because of financial market globalization. It is important for every organization to teach culture and create where knowledge management is allowed and encouraged to grow. To determine the competitive advantage, how much the organization or bank manages and diverts its corporate assets. There are two categories of carpentry assets that are tangible assets and intangible assets.

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Intangible assets of the organization often do not play a very important role. To compete and become an industry, organizations should learn how to manage intangible assets. Management of intangible assets is always referred to as knowledge management. The best way for banks to manage intangible assets is knowledge management software. The knowledge management system enables banks to protect intellectual capital, connect people and focus on vital capital such as human capital. There is the benefit of a knowledge management system in the banking system namely improving customer service, saving time and money, reducing costs, enhancing risk management and compliance, and expediting the process.

Among the benefits of knowledge management systems is to improve customer service. Knowledge management systems at banks provide a fast and easy way to solve customer problems. Knowledge-based software can reduce customer complaints on services at banks by providing sufficient information to customers. Now, the Frequently Asked Questions section is getting reduced or insufficient as the typical knowledge bases are growing. Furthermore, an organization needs to see problem tickets and more live chat interactions. This knowledge management system also helps the client himself by providing specific and in-depth information. This is because the knowledge management framework is a good and useful choice of desktop support software that is still in use today.

Furthermore, the benefit of the knowledge management system is to save time and money. Knowledge software allows banks to save time and money as customers can find information related to the problems they face. Through this knowledge management system it makes it easier for customers to find information in the short term without asking for help from the bank. Reducing costs is also a benefit of knowledge retention systems. In banks, knowledge management systems can reduce the cost of information technology without sacrificing the quality of customer service. This system can also allow an organization to obfuscate outdated or unwarranted resolutions and reduces long calls and resolution cycles.

The next benefit is improving risk management and compliance. The Bank ensures the integrity of the database and is more easily compliant with compliance standards embracing this knowledge management system. In addition, banks use knowledge management to retain and reap critical knowledge by lowering the risk of hiring staff when experts resign. Finally, speeding up the process. Knowledge management systems can improve the overall process efficiency. This system can help the organization to determine the outdated content in the database, identify the information that needs to be reviewed and added more quickly and accurately. This system can also help new employees get information quickly and up to date, and research two limits.

In conclusion, this knowledge management system solves problems in business and benefits the bank by increasing efficiency, improving business decisions, and productivity, enhancing customer satisfaction and improving quality. With this system, organizations in the banking sector can grow and grow significantly. Most industries now use the Knowledge management system as a way to facilitate them in carrying out their work.

Name: Nguyen Phuong Nam (Andrew)
Class: Diploma Internation Technology
Question 2:
Scheduler
+CPU scheduler
– CPU sheduling is a process which allows one process to use the CPU while the execution of another process is hold (in waiting state) and the aim CPU scheduling is to make the system more efficient, fast and fair.

– There are four conditions to CPU Scheduler take place:
1. When a process switches from the running state to the waiting state .

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2. When the process switches from the running state to the ready state.

3. When the process switches from the waiting state to the ready state.

4. When the process terminates.

+Pre-emptive scheduling
For conditions (1) and (4): there is no choice(non-pre-emptive) – a new process must be selected.

For conditions (2) and (3): there is a choice(pre-emptive)- select a next process or continue running the current process.
+Scheduling Algorithms
First come first serve Scheduling-FCFS
Shortest job first scheduling-SJF
Priority scheduling
Round Robin scheduling
Multilevel Queue scheduling
Multilevel feedback queue scheduling
2. Discussion
2.1 Window 10
– Scheduling Priorities: Threads are scheduled to run based on their scheduling priority. One thread is assigned a scheduling priority. The priority always has level range from zero (lowest priority) to thirty-one (highest priority). The zero-page thread have a priority of zero. The system all threads with the same priority as equal. The system assigns time slices in a round-robin fashion to all threads with the highest priority. If don’t have threads are ready to run, the system assigns time slices in a round-robin fashion to all threads with the next highest priority. If a higher-priority thread becomes available to run, the system ceases to execute the lower-priority thread (without allowing it to finish using its time slice), and assigns a full-time slice to the higher-priority thread.

– Priority class
Idle priority class
Below normal priority class
Normal priority class
Above normal priority class
High priority class
Real time priority class
-Priority Inversion: Priority inversion occurs when two or more threads have different priorities that are disputed. For example: we have 3 threads (thread 1, thread 2 and thread 3). Thread1 is high and ready to be scheduled, thread 2 is a low priority string and it is executing code in an important section. Thread 1 is the highest priority and begins to wait and receive recourse from topic 2. Thread 3 has an average priority. Thread 3 has received all processing time, because thread of high priority (thread 1) is waiting for resources to be shared from thread of low priority (thread 2). Thread 2 will not leave the important part, because it does not have the highest priority and will not be scheduled.

– The scheduler solves this problem by randomly boosting the priority of the ready threads (in this case, the low priority lock-holders). The low priority threads run long enough to exit the critical section, and the high-priority thread can enter the critical section. If the low-priority thread does not get enough CPU time to exit the critical section the first time, it will get another chance during the next round of scheduling.

– Priority Boosts: Each thread has a dynamic priority. This is the priority the scheduler uses to determine which string to execute. Initially, the dynamic priority of a flow is the same as the underlying priority of the stream. The system can increase and decrease the dynamic priority, to ensure that it is responsive and that no thread is starved for processing time. The system does not increase the priority of the chains with a base priority of 16 to 31. Only basic priority flows in the range of 0 to 15 receive a dynamic priority increase.2.2 IOS

Name: Tadele Dagne EwunetuDomain: Applied Remote Sensing (ARS)
Student number: s6039553
Summary
According to ADDIN CSL_CITATION {“citationItems”:{“id”:”ITEM-1″,”itemData”:{“author”:{“dropping-particle”:””,”family”:”Knippers”,”given”:”R.”,”non-dropping-particle”:””,”parse-names”:false,”suffix”:””},{“dropping-particle”:””,”family”:”Tempfli”,”given”:”K.”,”non-dropping-particle”:””,”parse-names”:false,”suffix”:””},”chapter-number”:”3″,”container-title”:”The Core of GIScience: a systems-based approach”,”id”:”ITEM-1″,”issued”:{“date-parts”:”2013″},”note”:”fdbbd bfgb”,”page”:”93-114″,”title”:”Spatial referencing and satellite-based positioning”,”type”:”chapter”},”uris”:”http://www.mendeley.com/documents/?uuid=9549d4f6-f73d-4281-ba21-8179d00483ca”},”mendeley”:{“formattedCitation”:”(Knippers & Tempfli, 2013)”,”plainTextFormattedCitation”:”(Knippers & Tempfli, 2013)”,”previouslyFormattedCitation”:”(Knippers & Tempfli, 2013)”},”properties”:{“noteIndex”:0},”schema”:”https://github.com/citation-style-language/schema/raw/master/csl-citation.json”}(Knippers & Tempfli, 2013), two main reference surfaces (Geoid and Ellipsoid) are made available to approximate the shape of the earth and compromise its surface irregularities of continents and oceans. In the global level, Geoid and Ellipsoid reference surfaces are used to measure height (uses vertical datum) and location (uses horizontal datum) respectively. In Geoid reference, ocean’s water level is registered at coastal locations continuously to determine the mean sea level and also other local vertical datum are fixed to consider the effect of local activities like tides, ocean currents, coastal activities. Ellipsoid reference uses mathematical descriptions like flattening (f=a-b/a) and eccentricity (e2=a2-b2/a2) in order to project horizontal coordinates onto a mapping plane. Local ellipsoids (horizontal datums, like Amersfoort) and global ellipsoid (horizontal datums, like ITRF) are established throughout the world. The former is to provide the best fit of local Geoid (local mean sea level) in the different regions and the latter is to make geodetic results mutually compatible and coherent. As spatial data need to be spatially referenced, we use two coordinates systems which are, spatial coordinate system and planar coordinate system. The first is to locate data in 3D space (ellipsoid) and the second is to locate data in 2D space (flat surface like maps). All the aforementioned aspects will help our understanding of how the different reference systems are systematically implemented on earth to be able to acquire spatial data.

Reference
ADDIN Mendeley Bibliography CSL_BIBLIOGRAPHY Knippers, R., ; Tempfli, K. (2013). Spatial referencing and satellite-based positioning. In The Core of GIScience: a systems-based approach (pp. 93–114).

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