etisala 1 of 13 e Vera Bradley in 2015: Can Its 6 Turnaround Strategy Reverse Its Continuing Decline


etisala 1 of 13 e Vera Bradley in 2015: Can Its 6 Turnaround Strategy Reverse Its Continuing Decline? Vera had grousrapidly since the mid-2000s plan announced that the companys with a stratory keyed to offering a distinctive line of panemed womens iupaare handbags, seargies talented and retail executives would reverse companys and accessories pany owned fullprice retail stores and out- decline in revenue and profits and remam it to an let stores, and over the Internet. As the mid-2000s impressive approached, the companys standing seemed less competition intensified in the market Company History for ladies handbags and accessories growth had stalled in fiscal20l4 with revenues The inspiration for Vera Braday occurred ping by only I bu income declining by traveling friend Batur BadeyBanii revenues and gaard and Patricia tha nearly 15percent. This decline in is came on the heels of the companys mollout of its the Hartsfield Aulanta International Airport all had marian color- new tragic plan in early 2014 would the company on a pruduct line of a limitadawuonment of fl stylish luggage might esi immediately the higher-quality ladies handbags and accessories upon their Fort espanded distribution harnels with an emphais on outlets and ecommerce, and an enhanced marketing bags from their homes. They amedthe after Barbara Barkgaands mother, Bradie. By 2015. the companys rategic plan had failed and initially focused only on dufne produce the daired results with fiscal 2015 net and sports percent from $5309 million As convarmer interest in the brand grew.the of in fiecal2014 to S509 million in fiscal 2015. addi tion, operating inkome had fallen by porcent and and products to reach a of The focus of the companys mandandiing net income dropped 35 percent from SS88 million in fiscal 2014 S38Amillion fiscal 2015. changed to highlight Vera Badeyasalileriyle brand The company enhanaed is marating func- The strategic plan appeared to match the panys exemal market conditions and inlamalsiu- tian to work collaboraively with the design proupin the product development ation, but it provided line uniquemess since Vera 2012 to improue Bradleys rival were all competing with similar strategies. Ven Bradleys management believed that tured, marketed and retailed accessaries forwamm. the quality of the plan coupled with the rompanys including phooe and management experise would yield a competitive Robert wallinnom, vera Bradleyschief computer coven jewelry a wide variety of bag. lunch sacks, scarves beach accessories, and baby the Indiana Hiaoriaal society as 1ndiana Living As the company grew, Vera Bradeys manage- Cancer had pledged over S35 million tothe Indiana realized the importance of a strong infra Univeniy Melvin and Bren sinee cancer structure and bepan strengthening its supply chain ter supponcancer Editir l preseru a capabilities and IT systems early on. These improve financial summary for Vera Bndleyse suca ments resulled in savings and a fscal 2015. The company balance sheets more flexible and scalable operating anucture. Ie for fiical 2014 and fiscal 20ls domestic to sebal touring. which was more cost effective. Anew
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media%2F978%2F97817854-cfe1-4459-8ec1-29 etisala 1 of 13 e Vera Bradley in 2015: Can Its 6 Turnaround Strategy Reverse Its Continuing Decline? Vera had grousrapidly since the mid-2000s plan announced that the company's with a stratory keyed to offering a distinctive line of panemed women's iupaare handbags, seargies talented and retail executives would reverse company's and accessories pany owned fullprice retail stores and out- decline in revenue and profits and remam it to an let stores, and over the Internet. As the mid-2000s impressive approached, the company's standing seemed less competition intensified in the market Company History for ladies handbags and accessories growth had stalled in fiscal20l4 with revenues The inspiration for Vera Braday occurred ping by only I bu income declining by traveling friend Batur BadeyBanii revenues and gaard and Patricia tha nearly 15percent. This decline in is came on the heels of the company's mollout of its the Hartsfield Aulanta International Airport all had marian color- new tragic plan in early 2014 would the company on a pruduct line of a limitadawuonment of fl stylish luggage might esi immediately the higher-quality ladies' handbags and accessories upon their Fort espanded distribution harnels with an emphais on outlets and ecommerce, and an enhanced marketing bags from their homes. They amedthe after Barbara Barkgaand's mother, Bradie. By 2015. the company's rategic plan had failed and initially focused only on dufne produce the daired results with fiscal 2015 net and sports percent from $5309 million As convarmer interest in the brand grew.the of in fiecal2014 to S509 million in fiscal 2015. addi tion, operating inkome had fallen by porcent and and products to reach a of The focus of the company's mandandiing net income dropped 35 percent from SS88 million in fiscal 2014 S38Amillion fiscal 2015. changed to highlight Vera Badeyasalileriyle brand The company enhanaed is marating func- The strategic plan appeared to match the pany's exemal market conditions and inlamalsiu- tian to work collaboraively with the design proupin the product development ation, but it provided line uniquemess since Vera 2012 to improue Bradley's rival were all competing with similar strategies. Ven Bradley's management believed that tured, marketed and retailed accessaries forwamm. the quality of the plan coupled with the rompany's including phooe and management experise would yield a competitive Robert wallinnom, vera Bradley'schief computer coven jewelry a wide variety of bag. lunch sacks, scarves beach accessories, and baby the Indiana Hiaoriaal society as 1ndiana Living As the company grew, Vera Bradey's manage- Cancer had pledged over S35 million tothe Indiana realized the importance of a strong infra Univeniy Melvin and Bren sinee cancer structure and bepan strengthening its supply chain ter supponcancer Editir l preseru a capabilities and IT systems early on. These improve financial summary for Vera Bndleyse suca ments resulled in savings and a fscal 2015. The company balance sheets more flexible and scalable operating anucture. Ie for fiical 2014 and fiscal 20ls domestic to sebal touring. which was more cost effective. Anew

 

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Macroeconomics tells us that if the government does not balance “Macroeconomics tells us that, if…

Macroeconomics tells us that if the government does not balance

“Macroeconomics tells us that, if the government does not balance its budget, and simultaneously the nation does not balance its exports and imports, then that nation cannot be in short-term macroeconomic equilibrium.” Comment on the validity of this statement.

Macroeconomics tells us that if the government does not balance

 

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Using the valuation models from your assigned readings this week, along with the stock and bond sele

Using the valuation models from your assigned readings this week, along with the stock and bond selected that you selected in previous modules, determine the value of each commodity. After you have determined value, look up each securities current market price. How does your value determination compare to market price? (Hint: Prior to your stock valuation you will need to determine the investor “required rate of return”.) Deduce if your stock and bond is undervalued or overvalued in relation to market price.

 

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Read the case and then answer the following questions. Surface tension The tech giant ’ s decision t

Read the case and then answer the following questions.

Surface tension
The tech giant
s decision to make its own tablet computer is a bold gamble

“WITHIN five years, I predict it will be the most popular form of PC sold in America.” When Bill Gates spoke at a trade show in 2002, the then chairman of Microsoft left nobody in doubt that what his firm called the “tablet PC” would one day take the world of personal computing by storm. His sense that an upheaval was coming was spot on, but his timing wasn’t. Only when Apple launched its wildly popular iPad in 2010 did computing tablets at last take off. Now Microsoft is scrambling to gain a foothold in one of the hottest markets in the IT industry.

On June 18th 2012, Microsoft unveiled Surface, a tablet that will bear Microsoft’s name and is supposed to be a showcase for its new Windows 8 operating system, due to be rolled out in the autumn. The new device will be available in two models: a basic version with a processor designed by ARM (which also powers the iPad) and a souped-up one with an Intel chip for business

users. Both models boast some innovative features, notably a built-in stand and a cover that doubles as a keyboard.

Microsoft’s decision to make its own tablet is another sign of how much the company is being buffeted by shifts that are transforming the world of IT. Just as momentous as the rise of social networking is the rapid growth of mobile computing (see Figure 1). This has softened sales of Windows-based PCs, the foundation of Microsoft’s fortunes. And it has boosted rivals such as Apple and Google, whose respective mobile operating systems, iOS and Android, power most smartphones and tablets.

A related threat to Microsoft’s business is the “consumerisation” of IT. Growing numbers of employees are now demanding to use their own phones and tablets at work. In many cases, companies are caving in. As a result, iPads and Android-based tablets are spreading rapidly through offices and factories – the heartland of Windows-based PCs.

Critics point out that Microsoft’s track record in hardware is mixed. Although it has produced hits such as the Xbox game console, it has also had some deeply embarrassing misses, including Zune, a portable music player that has failed to rival Apple’s iPod.

Microsoft entered into video games and game consoles in 2001. The launch of Xbox 360 in 2005 has proved extraordinary and also particularly interesting. The rationale behind its market entry into the video games industry comes with a good reason. It was designed primarily to keep their potential competitor, Sony, in check. Although Sony operated in a different industry, Microsoft recognized that Sony could emerge as its rival.

Microsoft’s Zune was launched in November 2006 and Microsoft believed that it could compete with the Apple iPod, which had been in the market since 2001 and dominated the multimedia player and music download business around the world. The Wall Street Journal reported that revenue from the Zune player was $85 million during the 2008 holiday season compared to $185 million in the same period in 2007. Apple’s iPod revenue during the last quarter of 2008 was $3.37 billion. Microsoft, which had access to as much hardware development expertise as any company in the world and the capital to support a massive marketing budget for new products, failed completely in its attempt to get a large part of the iPod market.

For the Surface, analysts worried that consumers may be confused by the two versions of the tablet, which will have very different price points. Microsoft has just indicated that the expensive model is likely to cost the same as thin laptops, which sells for around $1,000, whereas the cheaper version will be priced to compete with comparative ARM-based tablets, probably at around $500. Comparatively, the cheapest iPad with a high- resolution screen costs $499.

Another concern is that by making its own device, Microsoft risks alienating other firms that are working on Windows 8 tablets, such as Dell and HP. But the company’s main aim may be to show how its new operating system can best be used, thus setting a standard that other device makers will strive to exceed – and perhaps produce a Windows 8 iPad-killer.

If that is indeed the aim, Microsoft appears to have missed a key lesson from Apple. One reason why the iPad has been so successful is that it blends beautiful hardware with an amazing range of software. Microsoft has attractive assets, in particular Skype (an internet calling service), its alliance with Barnes & Noble (a big online bookseller) and its Xbox ecosystem. Yet other than the firm’s Office suite of productivity tools, none of these was shown at this week’s launch. “Microsoft has missed an opportunity to highlight things that can inspire people,” said Sarah Rotman Epps of Forrester, a research firm. Perhaps when its tablet hits the market later this year, the company will have found ways to bring more of these to the surface.

Microsoft has reaffirmed the strategy of having its own hardware devices recently. In September 2013, Microsoft agreed to acquire the handset business of Nokia for about US$ 7.2 billion. Thus, Microsoft will not only be making tablets but mobile phones as well. In a letter to all Microsoft employees, CEO Steve Ballmer, reiterated that “The form and delivery of our value will shift to devices and services versus packaged software.” In November, Microsoft launched the second generation of the tablets and an updated version of Windows. The device strategy is here to stay.

Unlike earlier ventures into devices, like the Zune music player and the game console Xbox, the motivation for getting into the hardware side of business in relation to mobile phones and tablets seems to be the strengthening of the Windows platform but the opening up of a new source of revenue is still in doubt.

Question A :

Explain the differences between diversification and vertical integration strategies in relation to the scope of business.

Question B :

Would you classify the following strategic moves of Microsoft as diversification or vertical integration strategy? Why?
A) Launching of the portable music player Zune
B) Launching of the Xbox game console
C) Launching of the Surface tablet.

Question C :

What are the major potential benefits and risks of Microsoft’s strategic shift from selling ‘packaged software’ (i.e. Windows operating system) to launching ‘devices and services’ (i.e. tablets and mobile phones)?

 

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Noah and Naomi can produce garden benches, garden chairs or both; they are price takers in both mark

Noah and Naomi can produce garden benches, garden chairs or both; they are price takers in both markets. Their cost function for garden benches is:

CB(QBQC)= 80QB + (QB)2+QBQC

and Marginal Cost = MCB=80+2QB+QC

Cost Function for Garden Chairs: CC(QBQC)=25QC+(Qc)2+QCQB

Marginal Cost: MCC=25+2QC+QB

The price of a garden bench PB=$120, the price of a garden chair PC=$60

a.  What are Noah and Naomi’s profit-maximizing sales quantities of benches and chairs. Round to one decimal place and show work for Benches and Chairs. Please note that the PROFIT-MAXIMIZING SALES OF QUANTITIES OF CHAIRS is = 0. That should assist you in finding benches, respectively.

b.  What is the profit-maximizing quantities if the price of benches increases to $135? Round your answers to 1 decimal place and show work.

 

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Statement: If x^y is a ratoinal number then x is a ratonalnumber or y is a rational number What is t

Statement: If x^y is a ratoinal number then x is a ratonalnumber or y is a rational number What is the negation of the staement: What is the contrapositive of the statement: Attached

 

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A uranium mining town reported population declines of 3.2%, 5.2%, and 4.7% for the three successive.

A uranium mining town reported population declines of 3.2%, 5.2%, and 4.7% for the three successive five-year periods 1985–89, 1990– 94, and 1995–99. If the population at the end of 1999 was 9320: a. How many people lived in the town at the beginning of 1985? b. What was the population lossin each of the five-year periods?

 

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Prepare an income statement for the month of June and a balance sheet in account format for…

Week 2

Financial data for Safety Hire as of 30 June 2019 are:

Required:
Prepare an income statement for the month of June and a balance sheet in account format for Safety Hire as at 30 June 2019. (10 marks)

Week 3

On 1 July 2018 Nicole Andreou opened a beauty parlour. The following transactions occurred during the first month of operations (ignore GST).

Use the following account titles and numbers: Cash at Bank, 100; Accounts Receivable, 101; Supplies, 102; Equipment, 103; Loan Payable, 200; Nicole Andreou, Capital, 300; Nicole Andreou, Drawings, 301; Revenue, 400; Rent Expense, 500; Advertising Expense, 501; Insurance Expense, 502; Telephone Expense, 503.

Required:

  1. a) Prepare the general journal entries to record the above transactions. (6.25 marks)

  2. b) Post the entries from the general journal to the general ledger accounts (running balance

    format) and enter the posting references in the general journal. (2.75 marks)

  3. c) Prepare a trial balance as at 31 July 2018. (1 mark)

Week 4

The financial year for Drip Dry Cleaning Services ends on 30 June. Using the following information, make the necessary adjusting entries at year-end. Ignore GST. Ignore Narration.

  1. On 15 February, Danielle Drip’s business borrowed $16 000 from Northern Bank at8% interest. The principal and interest are payable on 15 August.

  2. Drip Dry Cleaning Services purchased a 1-year insurance policy on 1 March of the current year for $660. A 3-year policy was purchased on 1 November of the previous year for $2700. Both purchases were recorded by debiting Prepaid Insurance.

  3. The business has two part-time employees who each earn $220 a day. They both worked the last 3 days in June for which they have not yet been paid.

  4. On 1 June, the Highup Hotel paid the business $2100 in advance for doing their dry cleaning for the next 3 months. This was recorded by a credit to Unearned Dry Cleaning Revenue.

  5. The supplies account had a $280 debit balance on 1 July. Supplies of $1560 were purchased during the year and $190 of supplies are on hand as at 30 June.

Required:
Prepare the necessary adjusting entries at 30 June. (10 marks)

Date Accounts Ref Debit Credit

Week 5

The adjusted trial balance columns in the worksheet of Elliot Painting Services are as follows.

Adjusted trial balance

Income statement

Balance sheet

Debit

Credit

Debit

Credit

Debit

Credit

Account Cash at Bank

Accounts Receivable Prepaid Rent
Office Supplies Equipment

Accum. Depr. Equip’tAccounts Payable Salaries Payable Unearned Revenue F. Elliot, Capital

F. Elliot, Drawings Painting Revenue Salaries Expense
Rent Expense Depreciation Expense Telephone Expense Office Supplies Used Sundry Expenses

Profit for the period

1 230 75 600 1 800 8 320 160 000

22 000

106 000 6 050 8 040 4 020 10 080 9 200 $412 340

ELLIOT PAINTING SERVICES

Worksheet (Partial)
for the year ended 30 June 2019

25 000 54 000 8 760 3 430 101 500

219 650

$412 340

Required:

  1. a) Complete the worksheet. (6 marks)

  2. b) Prepare the closing entries necessary at 30 June 2019, assuming that this date is the end of the

    entity’s accounting period.(4 marks)

 

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What is the common ground between managerial accounting when dealing with decentralization and perfo

What is the common ground between managerial accounting when dealing with decentralization and performance evaluation? 

 

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