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GTIL has announced record combined global revenues of USD5.45 billion for the financial year ended 30 September 2018, driven by broad-based growth of 9.4% across the network. This is the network’s highest rate of growth in six years. At the same time, global headcount has grown by 6.3% to 52,686 people in 131 countries.
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GTIL has announced record combined global revenues of USD5.45 billion for the financial year ended 30 September 2018, driven by broad-based growth of 9.4% across the network. This is the network’s highest rate of growth in six years. At the same time, global headcount has grown by 6.3% to 52,686 people in 131 countries.
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Can you please help me write a memo and executive summary? CASE 1.1 MIDI CAPITAL CANADA, COMMERCIAL TRANSPORTATION FINANCING DIVISION It was early morning on April 15 2016, when Steve Brant, assistant account manager for the Commercial Transportation Financing Division of Midi Capital Canada in Toronto, Ontario, Canada, finished reading the morning copy of The Financial Post and began reviewing a loan request for $270,000 submitted by an existing client Simon Carriers Ltd. Simon Carriers, a trucking company, requested the $270,000 loan to purchase two new 2016 Freightliner transport trucks, four new 53-foot trailers and four new mobile satellite systems that would be used to track the location of the transport trucks. Brant had to make a decision on the loan request and forward a report to the senior account manager for approval that afternoon. MIDI CAPITAL Midi Capital comprised of 27 diversified businesses, including operations in North America, Latin America, Europe and the Asia-Pacific region, its head office was located in Stanford Connecticut. Midi Diversified, Midi Capitals parent company was a publicly traded corporation with net earnings of over US$15 billion. Midi Capital was a major competitor in every industry it competed in, achieving record net earnings of US$3.6 billion in 2015. It expected each of its divisions to generate a 20% after tax-profit, and if a division fell below the goal of 20 per cent, they would have to justify why profit targets had not been met. COMMERCIAL TRANSPORTATION FINANCING Commercial Transportation Financing (CTF) was one of Midi Capitals 27 divisions. The majority of CTFs business was loaning money to medium and large-sized transportation and construction companies. Loans from $30,000 to $1 million were provided to purchase assets such as transport trucks, trailers, paving equipment and heavy machinery. CTF was under tremendous pressure to generate profits. The selling strategy at CTF was Find, Win, Keep Find new business, Win new business and Keep new and existing clients. As of April 1, 2016, less than one percent of CTFs portfolio of over 2,000 accounts had been lost to bad debt. Account managers for the Southern Ontario Region were expected to generate $14 million in new loans each year, without exposing Midi Capital to unreasonable levels of risk. Several requirements had to be met before CTF would approve a loan. First, CTF did not deal with any company that had been in business for less than three years. Second, the company applying for the loan had to generate enough cash flow to cover the monthly interest payments on the new loan. Third, the companys debt to equity ratio could be greater than 4:1 when including the new loan. Fourth, CTF would not finance more than 90 per cent of the value of the value of any asset, thereby requiring the company to have enough cash to pay for at least 10 per cent of the assets it wanted to purchase. Lastly, CTF considered the character of the business owners, .
Can you please help me write a memo and executive summaryCASE 1.pdf
Can you please help me write a memo and executive summaryCASE 1.pdf
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Feedback from Assignment 1 Introduction: You did not provide a pertinent introduction of your hypothetical company or your company is not a hypothetical company. It is not clear what your product/service is and there is no physical location. The contents of your marketing plan were not introduced. Mission Statement: This is a good mission statement, but more rationale was needed. Only four of the five questions in a mission statement were addressed. What does the mission statement convey to consumers/customers as well as internal employees and stakeholders -see the purpose of a mission statement, page 21 of textbook. Goals: Your stated goals of revenue, profit, market share, brand awareness or customer acquisition are SMART goals: S. – Specific; M. – Measurable; A. – Assignable; R. – Realistic; T. – Time based. There were no measurements provided for your goals. Environmental Analysis: All the elements of the environmental analysis were addressed and explained. Good job being thorough and exhibiting an understanding of the environmental factors. Remember that environmental factors are outside of your direct control, but each of these factors has influence over your business. SWOT Analysis: The SWOT and Needs Analyses are on target and show how your company will fare in the market. Your strengths and weaknesses are clearly internal as you can control them. Your opportunities and threats are clearly derived from the environmental analysis and, while you cannot control them, they can have a direct impact on your hypothetical business. Running Head: MARKETING PLAN FOR SILO AUTOMOTIVE FIRM1 MARKETING PLAN FOR SILO AUTOMOTIVE FIRM 13 Marketing Plan for Silo Automotive Firm July 18, 2019 Silo Automotive Introduction Silo Automotive Company is a new, integrated automotive company, which manufactures electric powered vehicles and substantially scalable, clean, power harnessing automotive products. The company’s headquarters are in California together with its main manufacturing plant and was founded in 2014. The company currently has 19 manufacturing plants spread across the United States and Europe. A team of engineers whose main goal was to create an electric powered vehicle that was superior, faster, and more fun to drive in comparison to gasoline cars. The main belief of the company states the sooner the globe ends its dependency on fossil fuels and moves toward a more environmentally friendly option such as carbon fuels future, the better. This is particularly being achieved at a faster rate due to the incorporation of the two automotive segments into a single platform. The main funding sources of Silo Automotive come from the contributions of the founders since they are a combination of chief executive officers of various global engineering companies. Background Information The automotive industry has greatly advanced due to the changes in technology, with global sales increasing from 11.78 million annually in 1990 ...
Feedback from Assignment 1Introduction You did not provide a .docx
Feedback from Assignment 1Introduction You did not provide a .docx
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Running head: THOMPKINS AUTO GROUP 1 THOMPKINS AUTO GROUP: CAPITAL IMPROVEMENT AND EQUIPMENT FINANCING DECISION Introduction It is 2020 and the auto dealership, Thompkins Auto Group, was thriving in a stable and growing economy. Sales were averaging a strong $50 million annually, and cost management was very effective. As a result, the dealership was producing above average profits of 3% on sales. However, Jerry, the far-sighted managing stockholder, knew that to keep the sales momentum in a competitive environment, it was time to make significant improvements to physical facilities and key equipment. His education, training, and extensive experience in the industry all contributed to his conclusion—the financial success of Thompkins was not sustainable without the needed improvements. Jerry and his two co-owners had purchased the dealership from the previous owners only five years ago. The business, located in North Central Texas, included sales of new and used vehicles as well as the parts and service. The geographical area from which Thompkins drew its customers was primarily rural, with several small towns located nearby. Ft. Worth is the largest city in the region with a population of about 800,000, and the dealership, only 60 miles away, was able to attract many customers from that city. The economy in this North Texas area was heavily dependent on the oil industry which was the primary source of employment. Other major sources of employment were farming, ranching, light industry, retailing, and the service sector (private and governmental). The oil industry was currently experiencing a low price shock. Jerry, however, knew well the vagaries of the oil industry and had worked to make Thompkins at least somewhat resilient to the frequent ups and downs in that industry. Management Philosophy THOMPKINS AUTO GROUP 2 Over the years, the financial success of Thompkins had been driven by the overriding business philosophy of its three stockholders—to attain a consistently high level of customer satisfaction. They felt it would lead to repeat business and, through word-of-mouth, would contribute to growth in their customer base. Several other dealerships were active in the area; so in addition to its development of strong repeat and referral business, Thompkins used targeted, creative advertising to further differentiate itself from its competitors. The partners believed that happy customers would tend to be repeat customers and would tend to speak favorably about the company. The owners also believed that their success in maintaining high levels of customer satisfaction was due to achieving two strategic goals. The first was to provide excellent service. To that end, Thompkins provided first-rate, job-specific employee training on a regular basis. In addition, the dealership provided its employees with the most up-to-date equipment and techno.
Running head THOMPKINS AUTO GROUP 1 THOMPKINS AUTO GR.docx
Running head THOMPKINS AUTO GROUP 1 THOMPKINS AUTO GR.docx
jenkinsmandie
companies spend a lot on Ads... for adding their customers list. satisfying the customer's wish is the toughest task .
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Can you please help me write a memo and executive summary? CASE 1.1 MIDI CAPITAL CANADA, COMMERCIAL TRANSPORTATION FINANCING DIVISION It was early morning on April 15 2016, when Steve Brant, assistant account manager for the Commercial Transportation Financing Division of Midi Capital Canada in Toronto, Ontario, Canada, finished reading the morning copy of The Financial Post and began reviewing a loan request for $270,000 submitted by an existing client Simon Carriers Ltd. Simon Carriers, a trucking company, requested the $270,000 loan to purchase two new 2016 Freightliner transport trucks, four new 53-foot trailers and four new mobile satellite systems that would be used to track the location of the transport trucks. Brant had to make a decision on the loan request and forward a report to the senior account manager for approval that afternoon. MIDI CAPITAL Midi Capital comprised of 27 diversified businesses, including operations in North America, Latin America, Europe and the Asia-Pacific region, its head office was located in Stanford Connecticut. Midi Diversified, Midi Capitals parent company was a publicly traded corporation with net earnings of over US$15 billion. Midi Capital was a major competitor in every industry it competed in, achieving record net earnings of US$3.6 billion in 2015. It expected each of its divisions to generate a 20% after tax-profit, and if a division fell below the goal of 20 per cent, they would have to justify why profit targets had not been met. COMMERCIAL TRANSPORTATION FINANCING Commercial Transportation Financing (CTF) was one of Midi Capitals 27 divisions. The majority of CTFs business was loaning money to medium and large-sized transportation and construction companies. Loans from $30,000 to $1 million were provided to purchase assets such as transport trucks, trailers, paving equipment and heavy machinery. CTF was under tremendous pressure to generate profits. The selling strategy at CTF was Find, Win, Keep Find new business, Win new business and Keep new and existing clients. As of April 1, 2016, less than one percent of CTFs portfolio of over 2,000 accounts had been lost to bad debt. Account managers for the Southern Ontario Region were expected to generate $14 million in new loans each year, without exposing Midi Capital to unreasonable levels of risk. Several requirements had to be met before CTF would approve a loan. First, CTF did not deal with any company that had been in business for less than three years. Second, the company applying for the loan had to generate enough cash flow to cover the monthly interest payments on the new loan. Third, the companys debt to equity ratio could be greater than 4:1 when including the new loan. Fourth, CTF would not finance more than 90 per cent of the value of the value of any asset, thereby requiring the company to have enough cash to pay for at least 10 per cent of the assets it wanted to purchase. Lastly, CTF considered the character of the business owners, .
Can you please help me write a memo and executive summaryCASE 1.pdf
Can you please help me write a memo and executive summaryCASE 1.pdf
sels6
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FIU CFA Research Challenge Report - 2013-2014
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Feedback from Assignment 1 Introduction: You did not provide a pertinent introduction of your hypothetical company or your company is not a hypothetical company. It is not clear what your product/service is and there is no physical location. The contents of your marketing plan were not introduced. Mission Statement: This is a good mission statement, but more rationale was needed. Only four of the five questions in a mission statement were addressed. What does the mission statement convey to consumers/customers as well as internal employees and stakeholders -see the purpose of a mission statement, page 21 of textbook. Goals: Your stated goals of revenue, profit, market share, brand awareness or customer acquisition are SMART goals: S. – Specific; M. – Measurable; A. – Assignable; R. – Realistic; T. – Time based. There were no measurements provided for your goals. Environmental Analysis: All the elements of the environmental analysis were addressed and explained. Good job being thorough and exhibiting an understanding of the environmental factors. Remember that environmental factors are outside of your direct control, but each of these factors has influence over your business. SWOT Analysis: The SWOT and Needs Analyses are on target and show how your company will fare in the market. Your strengths and weaknesses are clearly internal as you can control them. Your opportunities and threats are clearly derived from the environmental analysis and, while you cannot control them, they can have a direct impact on your hypothetical business. Running Head: MARKETING PLAN FOR SILO AUTOMOTIVE FIRM1 MARKETING PLAN FOR SILO AUTOMOTIVE FIRM 13 Marketing Plan for Silo Automotive Firm July 18, 2019 Silo Automotive Introduction Silo Automotive Company is a new, integrated automotive company, which manufactures electric powered vehicles and substantially scalable, clean, power harnessing automotive products. The company’s headquarters are in California together with its main manufacturing plant and was founded in 2014. The company currently has 19 manufacturing plants spread across the United States and Europe. A team of engineers whose main goal was to create an electric powered vehicle that was superior, faster, and more fun to drive in comparison to gasoline cars. The main belief of the company states the sooner the globe ends its dependency on fossil fuels and moves toward a more environmentally friendly option such as carbon fuels future, the better. This is particularly being achieved at a faster rate due to the incorporation of the two automotive segments into a single platform. The main funding sources of Silo Automotive come from the contributions of the founders since they are a combination of chief executive officers of various global engineering companies. Background Information The automotive industry has greatly advanced due to the changes in technology, with global sales increasing from 11.78 million annually in 1990 ...
Feedback from Assignment 1Introduction You did not provide a .docx
Feedback from Assignment 1Introduction You did not provide a .docx
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There are number of international players who are setting global footprints and there is also an emergence of many local players in different markets. Some of these companies are working as Aggregators (Individual taxi owners are covered under one umbrella), Ride Sharers (when you share the rides with someone on short term basis) and Carpoolers (When you share the rides with someone registered under the network). Check out the details of Top 30 companies which are operating in this area. For any information, please contact info@valoriserconsultants.com
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Running head: THOMPKINS AUTO GROUP 1 THOMPKINS AUTO GROUP: CAPITAL IMPROVEMENT AND EQUIPMENT FINANCING DECISION Introduction It is 2020 and the auto dealership, Thompkins Auto Group, was thriving in a stable and growing economy. Sales were averaging a strong $50 million annually, and cost management was very effective. As a result, the dealership was producing above average profits of 3% on sales. However, Jerry, the far-sighted managing stockholder, knew that to keep the sales momentum in a competitive environment, it was time to make significant improvements to physical facilities and key equipment. His education, training, and extensive experience in the industry all contributed to his conclusion—the financial success of Thompkins was not sustainable without the needed improvements. Jerry and his two co-owners had purchased the dealership from the previous owners only five years ago. The business, located in North Central Texas, included sales of new and used vehicles as well as the parts and service. The geographical area from which Thompkins drew its customers was primarily rural, with several small towns located nearby. Ft. Worth is the largest city in the region with a population of about 800,000, and the dealership, only 60 miles away, was able to attract many customers from that city. The economy in this North Texas area was heavily dependent on the oil industry which was the primary source of employment. Other major sources of employment were farming, ranching, light industry, retailing, and the service sector (private and governmental). The oil industry was currently experiencing a low price shock. Jerry, however, knew well the vagaries of the oil industry and had worked to make Thompkins at least somewhat resilient to the frequent ups and downs in that industry. Management Philosophy THOMPKINS AUTO GROUP 2 Over the years, the financial success of Thompkins had been driven by the overriding business philosophy of its three stockholders—to attain a consistently high level of customer satisfaction. They felt it would lead to repeat business and, through word-of-mouth, would contribute to growth in their customer base. Several other dealerships were active in the area; so in addition to its development of strong repeat and referral business, Thompkins used targeted, creative advertising to further differentiate itself from its competitors. The partners believed that happy customers would tend to be repeat customers and would tend to speak favorably about the company. The owners also believed that their success in maintaining high levels of customer satisfaction was due to achieving two strategic goals. The first was to provide excellent service. To that end, Thompkins provided first-rate, job-specific employee training on a regular basis. In addition, the dealership provided its employees with the most up-to-date equipment and techno.
Running head THOMPKINS AUTO GROUP 1 THOMPKINS AUTO GR.docx
Running head THOMPKINS AUTO GROUP 1 THOMPKINS AUTO GR.docx
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companies spend a lot on Ads... for adding their customers list. satisfying the customer's wish is the toughest task .
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