Quadrant under Which MDCM Falls in Accenture IT Governance Model Case Study - 1

Quadrant under Which MDCM Falls in Accenture IT Governance Model - Case Study Example This was the result of inadequate and improper information technology implementation in the operations of the company (Jeffery, M & Norton, J. F, â€Å"IT Strategy Synchronization†). The paper will study the failure of the information technology practised in the company. The paper is also intended to provide with the strategic goals of the firm and the analysis of the competitive environment of MDCM Inc. The Accenture IT Governance Model enables to examine the way an organization’s information technology-based function creates value addition to the organization by the consideration the two factors i.e. ‘basis for competitive advantage’ and ‘rate of change in an organization’. In relation to the case, it can be observed that MDCM falls under information integrators. It has been identified that there was lower-rate-of-change in the organization. The organization primarily competed on the base of product/service differentiation. The management of the ‘information integrators’ generally expect to use information in order to improve their decision-making process. The information is expected to be used in order to create new products as well as services. The management of MDCM also sought for use of information in order to make their decision making the process faster, which would, in turn, enable them to enhance operational efficiency and redu ce the cost of operations (Jeffery, M. & Norton, J. F, â€Å"IT Strategy Synchronization†). One of the main strategic goals of MDCM was to reduce the production cost which was observed to be an extra expense of the company. The company was found to be lacking in making proper arrangement in its operational process which disabled the company to contact with the subsidiaries effectively. The main goal of the company stands to be determined in facilitating a smooth flow of information. The company needs to enhance its profitability by reducing its extra expenses. The company is observed to follow an obsolete email system. The new accommodated legacy system ‘Horizon 2000’ was noticed to increase the administration costs adding to the expenses of the company (Jeffery, M. & Norton, J. F, â€Å"IT Strategy Synchronization†).  Ã‚  

U.S. Imperialism In 20th Essay Example for Free

U.S. Imperialism In 20th Essay The United States’ first attempt at imperial expansion can be traced back to 1898. Feeling the effects of economic recession and depression up to 1897, many felt the future security of the U. S. capitalist system rested heavily on expansion, not only on the North American continent but even into the Caribbean, Hawaii and Asia. Given the United States’ agenda to expand its territorial boundaries their involvement in Cuba, beginning at the Spanish-Cuban-American war, comes as no surprise. The implications of the United States’ involvement in Cuba, however, have been quite considerable. The argument that the U. S. imperialism was the primary cause of the Cuban Revolution of 1959, therefore, bares some amount of weight. The United States’ presence in Cuba, the de facto power they wielded over that country’s economy and politics, was one of the major forces that drove the Cuban people to rebellion and fuelled the 1959 revolution led by Fidel Castro. Before any further discussions it must be pointed out that, long before the United States began its territorial, economic and political expansion outside its continental borders, the Cuban people were opposing colonialism in all its forms. While it would be useful to determine just how influential the U. S. was on Cuba’s political and economic landscape and to understand what historical events contributed to this state of affair, it must necessarily be understood that imperialism was nothing new to the Cuban society. Beginning in 1894 nationalist sentiments arose in Cuba not only among the elites and colonists, but even among the working class. All desired to see a liberated Cuba, free from the colonial control Spain had long wielded over the island. According to Spalding this struggle â€Å"represented a class war as well as an anti-colonial and anti-imperialist one. † The struggle between the European colonial power and its colony was heated but up to 1898 seemed no where near resolution. Popular sentiments among the United States populace were that U. S. intervention in the struggle between Spain and Cuba was necessary. Simons argues that the United States’ perspective was that â€Å"the Spanish presence in the Western hemisphere was an impediment to economic expansion of the US. † It is with this that the United States entered the struggle. The Cuban people of course may have assumed that U. S. intervention in the war had no strings attached. But the U. S. government saw such intervention as a way of advancing its â€Å"Manifest Destiny. † As Cordero highlights â€Å"†¦ the principle of Manifest Destiny and the pursuit of economic expansion made Cuba a target of opportunity. † Lazo believes that U. S. involvement in other nations’ affairs is inevitable because of â€Å"the great power which it wields by virtue of its prestige, wealth, and strength† . At the time of the Spanish-Cuban war, the U. S. was just rising to super-powerdom and thus successfully defending Cuba against its imperial aggressor was an unavoidable move by the U. S. government. The economic and political power that the United States wielded over the Cuban economy subsequent to the Spanish-Cuban-American war of 1898 is probably the most significant factor that contributed not only to the 1959 revolution, but to the other failed revolutionary attempts prior to 1959. After successfully winning the war for the Cubans, the United States, on paper, promised political freedom to the Cubans. This, however, was not practiced in principle and did not prevent the United States attempting economic expansion on the island. In fact, one of the United States’ first order of business in Cuba was to open up the Cuban economy to U. S. investors. Additionally, even though the U. S. turned over political rule to the locals, they maintained a strong influential hold over the leadership of the country. As a matter of fact, the U. S. ’ political influence was so strong that after their approved candidate lost elections the Platt Amendment was imposed as a condition for independence. Therefore, though the U. S. government was not successful in maintaining direct control of the local government, they were able to control the island’s foreign relations via this new plan. The Platt Amendment gave the U. S. the final say in foreign related issues. This meant that the country could not independently enter into foreign treaties or borrow on the international capital market. Above every other provision of the Platt Amendment was the unilateral right the U. S. took to intervene militarily in Cuba whenever it saw fit. Essentially all these provisions meant that, even though the United States did not exercise direct control of the island in the political arena, in terms of foreign affairs, militarily and economically the U. S. had a tremendous amount of control over the island. Ibarra, in the first chapter entitled â€Å"Finance Capital and Economic Structures of the Republic,† demonstrates how critical U. S. investments became to the Cuban economy. With the boom in the sugar industry in the 1920s a number of U. S. investors were attracted to the Cuban agricultural economy specifically as it relates to sugar production and export. During the period of greatest economic prosperity for the sugar industry a number of U. S. investors offered reasonable prices to Cuban plantation owners. Unwilling to resist these attractive rates, many planters quickly transferred their property to U. S. investors. Overtime U. S. investors controlled a significant portion of the country’s economy. Ibarra mentions the increasing importance of â€Å"U. S. investments in all sectors of the Cuban economy, agricultural exports, transportation, banking, utilities, and industry. † This economic control severely hindered the island’s economic development as, not only were local planters unable to compete with the U. S. investors, but the Cubans at the lower class found themselves to be benefiting very little from the growing sugar industry. When the price of sugar began to fall in the early 1930s because of international shifts in the demand and price of sugar, the country suffered even further. It is therefore not surprising that, with the growing economic downturn in the country, the population became increasingly disgruntled with the status quo. In their struggles for independence against Spain they had cried for a free Cuba ? Cuba Libre! What they got instead was a substitution. They were traded one imperialist power for a next. In the same way that Spain had exploited the country’s prospering sugar industry and reaped the profits without it filtering down to the masses that needed it the most, so the economic presence of the Americans in Cuba did nothing to improve the situation. The American policy of opening up the country’s economy to U. S. investors, and the later disgruntlement with the diminishing returns that were being filtered into the island from these investments contributed significantly to increasing calls for not only political but also economic and military independence.

Contemporary Concepts of Innovation and Organisation Changes

Contemporary Concepts of Innovation and Organisation Changes INNOVATION AND CHANGE MANAGMENT Q1. Describe contemporary concepts of innovation and organisational change. Ans. The concept of changing an idea or invention into a valuate service that create values or for which you can earn money/profit. The innovation idea must be satisfying all the needs and must be changeable at an economical cost. It includes deliberate application of imagination and information in creating greater and different values. If we talk about todays business environment innovation is very important to survive Change management entails thoughts planning and sensitive implementation and consultation with the involvement of the people affected by the changes. If the force change on people normally problem arise. Change must be realistic, measurable and achievable (Business dictionary). Q2. Describe the forms and types of innovation. Ans. There are more than 10 types of innovation, here i am explain some of them. SERVICE INNOVATION: it is very clear that god service is very important to run any business, if any business is not giving good service they cant survive in business environment. It also makes permanent customers if you give good service. SUSTAINABLE INNOVATION:- its all about describing your product that what are you selling, whats the product configuration and in every promotion what you introduced new or improved about your product. BUSINESS MODEL INNOVATION:- In business environment there is lots of competition, so if you want to survive in the market you have to bring changes, come with new products to attract more customers. INCREMENT INNOVATION:- This innovation is all about improving you service, products. Make their product cheaper but good quality. PROCESS INNOVATION:- the processing of product, what we can change in that process to make them cheaper and good (Mok). Q3. Assess the role of innovation and organisational change at a strategic level for New Zealand organisations. Using innovative plans at different type of levels. To achieve the professional objectives making strategies and giving them direction is very important. VOLPARA Solutions is a wholly owned sales and marketing arm of MATAKINA Technology Limited of New Zealand. The company was founded with the vision to enable radiologists to give women the most accurate information about their breast health. VOLPARA Solutions gives an innovative range of volumetric breast imaging solutions that are specifically designed for the early detection of breast cancer. The company has been introduced new and improved solutions all over the globe, including the US, Europe, Asia and Australia. VOLPARA Solutions breast cancer detection technology used on 4 million women and GE Healthcare tie-up set to ramp up global sales. GE healthcare is one of the largest medical device companies. VOLPARA Solutions is the only company that offers a dose measurement tool specifically designed for breast imaging. (volpara solutions wins technology innovation awards, 2014) . Q4. Describe contemporary innovation frameworks. Ans. When employee are working on innovation first of all they make a plan/idea that how to innovate the company. They have to make proper plan and distribute work between the company members. It starts from the idea generation. The next step is making a decision that which project are persuade and which are not. Then they decide the idea to tangible technology or services and then they start making the technology and test them that it works in a good way or not. Then they launch it in the market and learn how the process works. There are some key points which implement innovation in an organisation Platform for success Principle should be correct. Role of employees/their ideas. Focus should be on innovation. VOLPARA SOLUTION FRAMEWORK VOLPARA is running with 53 employees and they all are the expertise. Any technology introduced are checked and tried by all expertise. VOLPARA was a slow service before developing the technology VOLPARA DENSITY. VOLPARA DOSERT provides clinicians with patient-specific x-ray dose. Now they got a technology from which they can detect breast cancer in earlier stage (INNOVATION MANAGMENT.SE, 2013) . Q5. Identify the factors that foster innovation. Ans. Great communication:- if there is a communication gap between the staff members, then the company may have to face lose/unsuccessfulness. There should be a good communication network between the staff, so they can talk to each other understand each other and work together. In VOLPARA there are 53 members, all have their own work and own expertise. Better monitoring of results:- To be successful you have to monitor your products , your past and you also have to think about future. VOLPARA introduce VOLPARA DENSTITY which is fast, from that technology their company is going up. After that they come with a software from which they do high quality breast screening. They are monitoring their older technologies and coming with the new ones to help patient. There are also some external and internal factors External factors: Costumers feedbacks Innovation Change in political or economical cycle. Needs of public Internal factors: Change in leader. Company performance rate Business facing problems (ONLINE JOURNALISM) . Q6. Describe different types of innovation strategy with appropriate examples from NZ organisations. Ans. Basically there are four types of innovation strategies that can be used by VOLPARA SOLUTIONS like Proactive strategy Active strategy Reactive strategy Last but not the least passive strategy PROACTIVE STRATEGY: In this approach companies tries to do more and more research and spend huge expenses to gain each and every information regarding new inventions so that they can adopt the new techniques quickly and become the market leader. In other words we can say they are the high risk taker in the market. The best example for proactive strategy is Singapore airlines and Apple. There are two types of technological innovations used in the proactive strategy is Radical and incremental approach. In incremental approach company tries to bring constant changes in their products and services till they get satisfied. VOLPARA is a research based company, they are researching day by day to bring new technologies. The latest technology they introduced is high quality breast screening, from which they can detect breast cancer in earlier stage. ACTIVE STRATEGY: Another strategy is Active strategy. In this type of strategy company tries to protect or defend their existing technology. Companies who follow this approach have broad knowledge about the market and even technology and they are treated as medium to low risk taker in the market. As per the case study, it is very clear that VOLAPARA has only 4 products in the market and they are best in what they are doing. REACTIVE APPROACH: Reactive strategy is used by the company who are treated as followers of other in the market and they mainly focuses on the operations, apart from this they always looking for low risk opportunities in the market. PASSIVE STRATEGY: last strategy is passive strategy company doesnt bring any change in their products and services until customer wants a change in their products or services (BUSINESS DICTIONARY, 2017) . Q7. Describe The Place Of Professional Values And Ethics In Innovation. Ans. PROFESSIONAL VALUES AND ETHICS IN INNOVATION: There is a relationship between ethics and innovations. Company do innovation to get more profit and ethics is a thing which stops them to take wrong decision/ wrong things for environment and health of public. Companies that foster one they mostly foster the other just because of critical values and respect and trust even they are encouraged and rewarded. Now a day company tries to hear more and more ideas or opinions from their employees and they try to adopt their ideas so that their employees get motivated and feel satisfied. Managers generally have huge responsibilities they have to balance the cost, innovations moreover they have to take care of corporate social responsibility. Even they have to forecast or monitor the ethics dilemma. VOLPARA SOLUTIONS got the award for innovation in health and science. Also, an organization which fosters ethics and values will easily attract good, talented and honest workforce which will eventually be instrumental in shaping the organizations future If we talk about VOLPARA SOLUTIONS their ethics and values are: Achieve the goals effectively and efficiently by taking care of the interest of the customers. Research for new technologies. Whatever they research they first it check it, for public safety. Like it may have side effects. Burdens of public health measures must be recognised. Burden should be minimized and there should be another alternative to reduce the burden. There should be balance between burden and benefits. Treating people with dignity. Treating people fairly. Supporting patients choices (NATIONAL DEFENCE UNIVERSITY) . Q8. Explain why innovation may require change in organisations. Ans. If the company wants to grow, they have to stay firm with their resolution and ethics moving ahead with technologies. VOLPARA has a mission o reduce the mortality and cost of breast cancer by providing clinically-validated software that underpins personalized, high-quality breast cancer screening. also they need to innovate their software so they can research better and come with new technologies in market. Innovation is always better for organisation (VOLPARA SOLUTIONS). Its very clear that if the organisations is coming with changes or coming with new products. Customers/clients always like change. Its always attracted. If you are investing money in changing something in your organisation, it will definitely give you double time profits. VOLPARA is technology/research based company. Their expertises are always trying to find some new technology which can make people healthy. In past VOLPARA is not dealing with phone, now they launched VOLPARA DENSITY (ABOUT VOLPRA, 2017). Q9. Critically analyse the role of leadership and different leadership styles on innovation and change management. Ans. Role of leadership and different leadership styles on innovations and change management: No doubt successful implementation of change depends upon the leaders or managers of the organization. A leader plays an important role in innovation and change management like: Understanding the scope of change: A leader tries to find out the areas where there is a need to bring change in the organization and them also set the priorities that who will guide the change. They also try to measure the affects of change and innovations in the organization. Being to implement the change or bring innovations this requires focusing on who is most affected by new business processes and they also require leaders to take care of their whether they wants to adopt the change or not. Last but not the least makes adjustments. Focus on the outcomes and if there is requirement of bring changes then leaders should take care and make adjustments (IVEY BUSINESS JOURNAL, 2017) . Q10. Using individual ADKAR model or group Lewins model describe the effectiveness of various approaches to the management of resistance. Ans.LEWINS MODEL OF CHANGE: LEWINS model is 3step model. The three steps are: Unfreeze Change Refreeze UNFREEZE: In the first step the change is communicate within the whole organization and should motivate the employees to adopt these changes because these changes are necessary for them. If the organization is suffering from decrease sales, decrease in financial results and profits then should communicate with employees that they cannot work with the older ways or existing ways in the organization they should adopt new changes. It is the most difficult part of the process. Without motivation change cannot be bring in the organization. More participation is required to discuss about the change in the organization. CHANGE: In this people start working in a new way and start thinking new ideas and start supporting the new changes. Change cannot bring overnight in the organization. People takes more time and commit mistakes because everything is new for the whole organization. More contribution should be there so that change can be implemented successfully. People need to understand these changes organization should provide quickly solutions to the mistakes done by the employees. REFREEZE: Refreeze is the last step of LEWINS model. In this stage change become normal for the whole organization. Identify the more things that support the change and removing all barriers that create problem in adoption of changes. Leaders should support each and every employee. There must be rewards system to motivate the employee moreover frequently feedback should be taken from each and every employee. If there is a need of training then training should be given to the employees. Every information and support should be given and success of the organization should be celebrated in the organization. Q11. Draw conclusions about the place of innovation and change management for contemporary organisations. Ans. VOLPARA Is running successful with only 53 staff members, its difficult to manage everything if you got less staff. For the future innovation, researching for the solutions of other cancer, it will increase the business and profit too. For that we have to hire more staff and we can also open new branch, so people can come easily to us. As cancer is very dangerous diseases now a days and it causes death. So finding solution to prevent cancer is a better thinking for our business and public health also. References ABOUT VOLPRA. (2017). Retrieved 02 26, 2017, from VOLPARA SOLUTIONS: http://www.volparasolutions.com/about-volpara/ Business dictionary. (n.d.). Retrieved 02 15, 2017, from what is innovation : http://www.businessdictionary.com/definition/innovation.html BUSINESS DICTIONARY. (2017). Retrieved 02 26, 2017, from WHAT IS INNOVATIVE STRATEGY: http://www.businessdictionary.com/definition/innovation-strategy.html INNOVATION MANAGMENT.SE. (2013). Retrieved 02 26, 2017, from SEVEN STEP TO CREATING A SUCCESSFUL INNOVATION FRAMEWORK: http://www.innovationmanagement.se/2014/01/27/seven-steps-to-creating-a-successful-innovation-framework/ IVEY BUSINESS JOURNAL. (2017). Retrieved 02 26, 2017, from THE LEADERSHIP ROLE: http://iveybusinessjournal.com/publication/the-leadership-role/ Mok, C. (n.d.). Decision Innovation. Retrieved 02 15, 2017, from types of innovation: http://www.innovation-management.org/types-of-innovation.html NATIONAL DEFENCE UNIVERSITY. (n.d.). Retrieved 02 26, 2017, from VALUES AND ETHICS: http://www.au.af.mil/AU/AWC/awcgate/ndu/strat-ldr-dm/pt4ch15.html Online journalism. (n.d.). Retrieved 02 15, 2017, from five factors that foster innovation: https://onlinejournalismblog.com/2009/11/05/five-factors-that-foster-innovation-in-the-online-newsroom/ ONLINE JOURNALISM. (n.d.). Retrieved 02 26, 2017, from FIVE FACTORS THAT FOSTER INNOVATION: https://onlinejournalismblog.com/2009/11/05/five-factors-that-foster-innovation-in-the-online-newsroom/ volpara solutions wins technology innovation awards. (2014, 09 19). Retrieved 02 27, 2017, from health managment.org: file:///C:/Users/india/Downloads/volpara-solutions-wins-technology-innovation-award.pdf

Speech Com -- essays research papers

Attention getter: Have you watched the news lately? Even if you haven’t, you still probably have heard something about the disputes in and around Jerusalem. These disputes have been going on for centuries. Many different groups of people have fought to control Jerusalem over the years but we are going to focus on the current majority parties from today. From the information I found on CNN.com and the Jerusalem Post, I concluded that the Israelis and the Palestinians are currently fighting over who should control Jerusalem and how it should be run. The major problems between these to groups started in 1948 when the British Mandate partitioned Palestine into separate Muslim and Jewish states. Now, Palestine is majority Muslim while Israel is mostly Jewish. Well, under the Mandate, Jerusalem was given to the Jews to control by the UN as a reimbursement for what their people went through during WWII. This made the Palestinians mad because their third holiest mosque is now in a fo reign run state. The Jews are mad because now they control the land but cant do what they want. They want to build a new Hebrew Temple of Solomon to replace the one that was destroyed a very long time ago. The big problem is is that the exact location of where they want to put the temple is in the exact location where the Muslim’s mosque is located. That’s not all they are fighting about however. They are also fighting about how Jerusalem should be governed. Israelis want to keep it free for all religion...

Super Retail Group Financial Report Analysis

This Report was commissioned on the request of the Board in relation to ACACIAS press release: '12-MURMUR ACACIAS areas of focus for 30 June 2012 financial report'. A review of the relevant disclosures made In Super Retail Group Lad's 2012 Annual Report is assessed against relevant polices that relate to element 8, estimates and accounting policy Judgments under ACACIAS press release.Executive Summary release: '12-MURMUR SAIS'S areas of focus for 30 June 2012 financial report'. A review of the relevant disclosures made in Super Retail Group Lad's 2012 Annual Report is assessed against relevant policies that relate to element 8, estimates and accounting policy Judgments under Sais's press release. The outline of SAAB standards 108 Presentation of Financial Position, CASABAS Impairment of Assets, SAAB'S 38 Intangible Assets and SAAB'S 37 Provisions, Contingent Liableness and Contingent Assets are disclosed.Super Retail Group (SIR) Lad's accounting practice is determined in regards to t he standards examined. From this analysis, differences can be determined in the ways SIR applies the relevant standards and the requirements of the standards in relation to estimates and Judgments. From this analysis, it is determined that SIR has failed to disclose any Judgments and certain estimates and assumptions that may affect significant amounts seen In the financial statement and the entities positions. Recommendations of refining the presentation of the disclosures and the ways in which it should be structured are outlined.ASIA has identified the need for disclosures within this area for users to assess the reported financial position, as entities did not make material disclosures of sources of estimation uncertainty and significant Judgment in applying accounting policies. An analysis of the relevant counting standard, ISOBAR in particular paragraph 17-124, Disclosure of Accounting Policies and paragraph 125-133, Sources of Estimation Uncertainty, CASABAS Impairment of Ass ets, CASABAS Intangible Assets and CASABAS Provisions, understand Grog's current accounting practices reflected in the 2012 Annual Report.A further discussion into the differences between the accounting standards used and its requirements and the application of them are examined. Through this, recommendations are then outlined into refining the gap between Grog's current accounting practices and the requirements of the standards. Relevant Accounting Standard The relevant accounting standard related to disclosures of sources of estimation uncertainty and Judgments can be found within ISOBAR Presentation of Financial Statements.Other key standards that are relevant to Grog's disclosure of assumptions, estimates and Judgments are SAAB'S 36 Impairment of Assets, SAAB'S 38 Intangible Assets and CASABAS Provisions, Contingent Liabilities and Contingent Assets. 2. 1 ISOBAR This standard outlines the presentation of financial statements for general purpose financial statements, in order to ensure that there is comparability between the entities reporting periods as well as between other industries reports. The standard discusses the minimum requirement for reporting content and guidelines for the structure in which it is to be set at.Paragraph 117-124 distinguishes the disclosure of accounting policies in relation to Judgment. Management's Judgment made in applying accounting policies that may have effected significant amounts found in financial statements and the financial position. Seen in paragraph 125-133 ‘Sources Of Estimation Uncertainty, it is vital that entities disclose the key assumptions made grading future prospects and other uncertain estimates that are used in identifying carrying amounts of assets and liabilities.Along side this, the nature and carrying amount must be disclosed at the reporting date. 2. 2 SAAB'S 36 Under SAAB'S 36 it is essential for assets to be tested for impairment when the carrying amount exceeds its recoverable amount. In und ertaking these annual proceedings, a number of related Judgment and estimated assumptions need to be encountered. There is a need for Judgment when determining cash-generating assets (Para's. 68). Paragraph 30-57 outlines the associated requirements for calculating value-in-use.Paragraph 30. A specifically identifies the need for an estimate of future cash flows that the entity expects to generate from the asset. These cash flow projections are outlined in paragraph 33. A, where it is based on reasonable and supportable assumptions made by management's estimates, re- stated further in paragraph 34, where this assumption is based on the difference between past cash flow predictions and actual cash flow amounts. These projections need to be consistent with previous projections.Paragraph 38 continues to detail the significance for management to use the appropriate assumption that would best fleet management's estimates of economic conditions that will continue throughout the assets use ful life. When calculating the value-in-use, there is a need to determine a discount rate and under paragraph 55 the rate is a pre-tax rate. Paragraph 126-137 states that entities should be encouraged to disclose the assumptions and various estimates taken in order to determine the CHUG recoverable amount during the period.Paragraph 134 requires that a disclosure of the group's key assumptions, description of managements approach to identifying these assumptions, the period future cash flow as well as the discount rate applied. . 3 SAAB'S 38 SAAB'S 38 details the accounting procedures applied for intangible assets that are not specified otherwise in other standards. This standard deals with a number of assumptions and estimates that are required when applying it.Paragraph 22 examines the need for entities to assess the prospect of anticipated future economic benefits using reasonable and supportive assumptions that will exist over the useful life of the asset. Paragraphs 33-41 ident ify the requirements regarding acquisitions as part of a business combination, these intangible assets must be recognized separately from goodwill. Paragraph 41 examines the principle of entities being allowed to use techniques that have been developed for estimating fair values. The standard requires certain disclosures outlined in paragraphs 118-128.These disclosures provided basis for understand of assumptions and estimates involved in determining: Finite or indefinite useful lives, amortization rates and the reasons for identifying an intangible asset having indefinite useful life Amortization methods used for definite lives The gross carrying amount for any accumulated amortization Reconciliation of the carrying amount at start and end of period Information grading any restrictions on the face of intangible assets or any assured as security for liabilities 2. CASABAS SAAB 137 outlines the accounting procedures for provisions, contingent liabilities and contingent assets. Under paragraph 36 the best estimate required to settle the present obligation at the end of the financial period is the amount recognized as a provision. This estimate discussed in paragraph 38 is determined by the Judgment of management and takes into account risk and uncertainties, the discounting of present value (discounting at a pre-tax rate) and future events that may affect present obligations.Further Judgment needed by management is necessary when dealing with risks and uncertainties in order to avoid overstating or understating accounting elements. When disclosing the application of this standard paragraph 84-92, in relation to Judgments and assumptions, an entity shall detail the major assumptions made relating to future events further addressed in paragraph 48 that is the description of future events that may affect the amount of the provisions likeliness to occur. In summary an entity shall disclose the reconciliation of the movements of each class of provision and detailed i nformation regarding the nature f the obligation.Under note 3 found in SIR Ltd 2012 Annual Report, three significant factors have been disclosed that may result in an alteration of future material adjustments due to estimates and assumptions (Refer to Appendix 1): I. Estimated impairment of goodwill I'. Estimated value of intangible assets relating to acquisitions iii. Estimated make good provisions The associated SAAB standard, previously discussed are SAAB'S 36 Impairment of Assets in relation to point I, SAAB'S 38 Intangible Assets corresponding to ii, and iii, is the reflection of CASABAS Provisions, Contingent Liabilities and Contingent Assets.Specific paragraphs have been discussed earlier in order to understand the Grog's accounting practices. 3. 1 Critical Accounting Estimates and Assumptions SIR Ltd applies SAAB'S 36, CASABAS and SAAB'S 38 regarding estimates and Judgment disclosures under ISOBAR paragraph 125-133 as discussed previously. Estimated impairment of goodwill de als with the application of SAAB'S 36 disclosed under note 1. 0. In applying SAAB'S 36. 68, SIR has classified the recoverable amounts for CHUG, which are determined based on the calculated value-in-use.The assumptions require the application of paragraph 134, outlining the assumptions under note 14. (Refer to Appendix 2). The growth rate and discount rate for each subsidiary and the period of which these assumptions are based on, that is a five-year period approved by the Board has been outlined. The assumptions disclosed regarding value-in-use is that budgeted gross margins are determined by past and expected future performance. There is consistency between the use of weighted average growth rates and forecasts included in industry reports.Disclosures of management's explanation as to why certain subsidiaries were not calculated using value-in-use is present. SIR Ltd has identified the intangible assets that undertook assumptions and estimates as brand names and supplier agreement s, as well as put options. The use of paragraph 41 has been performed by SIR Ltd in valuing brand names using the relief from royalty method and multi-period excess earnings method in valuing supplier agreements. In determining these calculations, assumptions are made by management.The value of put options has undertaken estimations. These three intangible assets were acquired as a business combination. SIR disclosures of the assumptions and estimates reflecting the application of SAAB'S 38. 18-128 are found under note 1 . Q. Iv-v (Refer to Appendix 3). Brand names are determined as indefinite, supplier agreements have a useful life of 20 years, and amortization is calculated in regards to the timing of projected cash flows over the estimated useful life. Reasons for specific brand names being classified as indefinite is outlined under note 14. . The key factors that management has taken in depicting brands useful life is also estimates in accounting for provisions for make good on the removal of leasehold improvements or return leasehold premises to the original state. The make good provision is recognized when SIR has a present obligation from the occurrence of past events. Leasehold improvement costs are capitalist and amortized over the useful life or the shorter of the period of the lease disclosed in note 18. C (Refer to Appendix 5). Note 1 . States that the amounts for provisions have been reliably estimated, and are not recognized for future operating losses (Refer to Appendix 6). Further disclosed under note 1 . Z, is Grog's application of make good costs. They are recognized as a provision at the beginning of the agreement and these estimated true payments are discounted using appropriate market yield at reporting date. (Refer to Appendix 7). 3. 3 Significant Judgment Significant Judgment is essential for SIR to disclose when applying the listed standards. There have been no Judgments disclosed under note 3.Accounting Standard Requirements The one si gnificant gap found between ISOBAR and the current practices of SIR Ltd is the failure of disclosing significant Judgment. ISOBAR . 122 details an entity should disclose a summary of the significant accounting policies of management Judgment's (apart from those of estimations) dad in applying the entity's accounting policies, which has affected significant amounts recognized in financial statements. SIR Ltd has failed to disclose a summary of Judgments made that may affect significant amounts on financial statements.However SIR has disclosed estimates and assumptions however certain areas are not successfully outlined. Assumptions are clearly outlined in the notes, however a detailed description and reasoning of managements approach to identifying these is not present. Management estimates relating to put options have not been clearly stated within the notes. The assumptions regarding the valuation ethos of brand names and supplier agreements have not been outlined (royalty method a nd multi-period excess earnings). ISOBAR . 125 has not been effectively applied in Grog's disclosure of assumptions.There is no information regarding the assumptions of future events. Assumptions and estimates overall have been disclosed, however briefly without detail, as required by ASIA. In order for SIR Ltd to comply with the standard of disclosures of estimates and judgments by which ASIA requires, certain adjustments for future disclosures are needed. The need for ease of locating information requires the implementation of fined structure essential. Under note 3, Critical accounting estimates and judgments, a clear distinction between estimates and Judgments is integral.A distinct need can be seen within note 3. A. I to ‘refer to note 14 for details'; and should be outlined in ii and iii. It is difficult to locate the relevant information regarding estimates value of intangible assets relating to acquisitions and estimated value of makes good provisions, however assumpti ons are still outlined throughout the notes despite a lack of clarity regarding referral to note 3. Any related estimates and judgments made by management need to be discussed under note 3, regarding the nature of the element relating to estimates or Judgment.The differences mentioned previously need to be refined; assumptions relating to the future events, estimates relating to put options and methods used to value brand names and supplier agreements need to be outlined. It is important for SIR to disclose all related information that may assist users in making economic decisions. Therefore it is essential for SIR to outline all assumptions, estimates and Judgments made that affect significant amounts within the financial statement and financial position.

Marketing and Market Research

Faculty of Academic StudiesSchool of Business and Professional BTEC Level 3 in Business – 90 Credit Diploma (QCF) Unit 3 Introduction to Marketing Assignment 1 Scenario You work for a professional organisation for marketers. One of the activities that the organisation undertakes is to evaluate the marketing activities of different companies and produce a list of ‘A’-classed marketers. You are asked to carry out research into two possible contenders for inclusion on the list. You need to complete the following tasks as part of your research project. Task 1 Describe how marketing techniques such as branding and relationshipmarketing are used to market products in two organisations. You need to choose one product or service from each organisation to undertake the task. (P1) 2Compare, discussing the similarities and differences, the marketing techniques described in Task 1 used for the product or service chosen in each organisation. (M1) 3Evaluate the effectiveness of the use of techniques in marketing products or services in one of your selected organisations. You need to judge the effectiveness by weighing up the pros and cons of the techniques used. D1) 4Describe the constraints and limitations under which marketers operate, making use of examples to explain your points. (P2) Task 2 Choose one of your selected organisations and investigate its use of market research. You need to complete the following tasks as part of the continuation of your research project. 1. Describe how your selected organisation or any other organisation uses market research to contribute to its development plans. (P3) 2. Explain the limitations of the market research used to contribute to the development of your selected organisation’s marketing plans. (M2) 3.Make three justified recommendations for improving the validity of the marketing research used to contribute to the development of your selected organisation’s marketing plans. (D2) 4. The results o f a questionnaire given to 200 customers of a local fresh sandwich bar to find out about the current range of sandwiches on offer and the standard of service included findings that: †¢ 75% want more children’s sandwiches †¢ 82% want the shop to open longer †¢ 65% said that the staff were unfriendly †¢ 50% said that the contents of the sandwiches should be fresher †¢ 80% said they would prefer more wraps.Use the results of this market research to produce part of the marketing plan in terms of objectives to be set. (P4) Task 3 Explain how and why groups of customers are targeted for selected products. Select six different groups for products or services of your choice for example, Saga holidays for the over 50s. At least two of your choices must be from the Business-to-business market; remainder can be from the consumer market. Describe the customer profile for each of the six target groups and then explain how and why these groups are targeted. (P5) Ta sk 4Choose one of your selected organisations and investigate its use of market research. You need to complete the following tasks as part of the continuation of your research project. 1. Develop a coherent marketing mix for a new product or service. (P6) 2. Develop a coherent marketing mix that is targeted at a defined group of potential customers. (M3) Grading tips: Pass Grade P1 – Make sure you understand the various techniques that are listed in the content section of the specification. Try to find out if the companies you choose use any of these techniques.P2 – Try to find examples of where these laws have been contravened (broken to any degree). Useful websites are those belonging to Trading Standards and the Advertising Standards Authority. P3 – Remember that market research covers a wide area and you can include everything the business does to collect information about its marketplace. P4 – You need to demonstrate that you can apply the results of market research to marketing plans. The statistics are telling certain information that could result in objectives being formulated.P5 -Make sure that you understand the main bases for segmentation. The better a business can describe its target market, the better chance there will be of success. P6 – Make sure you understand what the elements are of the marketing mix, and how these can be altered to service the targeted market. Merit Grade M1 – For this task you need to find out the similarities and differences that exist between these techniques and discuss these in relation to the two products. Try to stay focused on answering the question and do not end up writing all you know about the techniques.M2 -You need to understand that the various laws and codes of practice are there predominantly for the protection of the consumer. Try to imagine what it would be like if there were no laws to protect the consumer – this may make it easier for you to answer the tas k. M3 – Look at the marketing mixes of various products. You may like to research this on the Internet and see how some successful products are managed in terms of their marketing mixes. This research should help you in developing a marketing mix for a selected product. Distinction GradeD1 -Evaluation is about considering in detail the advantages and disadvantages of something, and coming to conclusions as a result of this analysis. All the techniques can be criticised concerning their usefulness. Find out what these are and then make judgements about the effectiveness of the techniques used. D2 -You need to know that it is important to try to make your market research as valid as possible. This could mean making the sample of sufficient size or making sure that questionnaire answers are not ambiguous, as that could lead to misleading results.