Pelican Stores Case Study

Total transaction breakdown where 98% of total cost represents the purchase price and 2% of total cost represents

Well, if one believes what some are saying on Facebook, then yes. However, the Menomonee Falls, Wis.-based retailer only announced it planned to close 18 underperforming stores this year when it released its first quarter earnings Thursday. “The specific locations will be announced by the end of March.”

Question 1: What were the rights of Walmart, the employer, during these two organizing drives?

1) Should Wal-Mart be expected to protect small businesses in the communities within which it operates?

In "The Store" by Edward P. Jones, the narrator seems to be an irresponsible, immature, and lazy at first. At the beginning, not even once he bothered thinking about the future. All he cared for was the cigarettes and the beers. He called them "valuables". Since he was living with his mom, he did not have to worry about the shelter and the food. Therefore, he did not bother to look for the new job. His mom did not seem to care about him fooling around jobless as well. Because of that, he did not care when his brother told him to look for a new job. Altogether, he was a waste at the beginning. However, Mr. Jones gave the strong clue about his future success by showing his strong work ethic when he said "Never late, never talked back and always volunteering" (142). With that in mind, there were some incidents as the story progressed, positive and negative that helped him to realize about his future.

We have data out of 250 stores. The data include demographics, economics, sales of the stores, compositions of those sales as well as sales behavior per households. There are 31 variables being consider for each store and those variables range from sales,

The purpose of this case is to determine which key variables drive Crusty Pizza Restaurant’s monthly profit and then forecast what the monthly profit would be for potential stores. Based off of this information we will be able to make a recommendation to Crusty Dough Pizza Restaurant on which stores they should open and which they avoid. The group was provided 60 restaurants’ data that included monthly profit, student population, advertising expenditures, parking spots, population within 20 miles, pizza varieties, and competitors within 15 miles. For the potential stores we were given all of this

$135,000 $90,000 TOTAL REVENUE $3,136,500 $2,352,375 $1,568,250 Expences TOTAL VARIABLE COSTS $454,000 $340,500 $227,000 TOTAL FIXED COSTS $1,403,000 $1,403,001 $1,403,002 TOTAL EXPENSE BEFORE IT $1,857,000 $1,743,501 $1,630,002 EBIT $1,279,500 $608,874 -$61,752 Depreciation $320,000 $320,001 $320,002 EBITDA $1,599,500 $928,875 $258,250 Furnishing Interest $110,000 $110,000 $110,000 20yr Mortgage Interest $182,000 $182,000 $182,000 TOTAL INTEREST $292,000 $292,000 $292,000 TAXES (40%) $395,000.00 $126,749.60 -$141,500.80 Furnishing Principal $180,160 $180,160 $180,160 20yr Mortgage Principal $49,713 $49,713 $49,713 TOTAL PRINCIPAL $229,873 $229,873 $229,873 NET INCOME $362,627 -$39,749 -$442,124 DIVIDEND PAYMENT $29,010 -$3,180 -$35,370 RETAINED EARNINGS $333,617 -$36,569 EBIT/INTEREST 4.38 2.09 (0.21) EBITDA/INTEREST 5.48 3.18 0.88 BURDEN $675,121.67 $675,121.67 $675,121.67 EBIT/BURDEN 1.90 0.90 (0.09) ROE= Net Income/OE (H1) 32.97% -3.61% -40.19% Revenue Estimates Revenue Item 100% Monthly 75%

o In summary this analysis shows the percent of every dollar in sales that is

AJ Davis is a department store chain, which has many credit customers and want to find out more information about these customers. AJ Davis has complied a sample of 50 credit customers with data selected in the following variables: Location, Income (in $1,000’s), Size (Number of people living in the household), Years (number of years the customer has lived in the current location), and Credit Balance (customers current credit card balance on the store’s credit car, in $).

On July 07, 2016, AP closed an internal merchandise case theft at the Bay Sherbrooke store for a value of $429.99. On Monday July 4, 2016, AP saw the associate taking a men’s shirt and bringing it to the jewelry counter and concealed the merchandise in a jewelry cabinet. Next day AP checked for the merchandise but it was no longer present. On Wednesday AP did a live surveillance and saw the associate bringing ladies wear merchandise to her counter, removed the hard tags, and put the merchandise into another retailer (Simmons) bag. During her lunch break she took the Simmons bags and left the store with without paying for the merchandise in the bag. AP did the parcel check and discovered the merchandise and the associate admitted immediately

Most of the executives of Store24, a New England based convenience store, were gathered for an important meeting to discuss a way to increase store level employees retention. Some of the suggestions were to increase wages and bonuses, training enhancements or career development programs. However, top management lacked sufficient information available that would explained the relationship between manager and crew tenure on store level financial performance. Hence, the purpose of this paper is to shed light on the “employee tenure-store level performance” relationship as well as to discover how managerial skill,

Under the original costing system used by Dakota Office Products, Customer A is shown to be slightly less profitable than Customer B. From the calculations above, we see that Customer A is slightly profitable at 0.3% profit as a percent of sales, and Customer B is not profitable, at a loss of (7.1%). We observe that Customer A is a consumer of low-cost services and generally pay their bills within 30 days unlike customer B who took 90 days or more. Timely servicing of debt led to profitability of Customer A.

On the other hand, another control system the organization is their rewarding strategy; as they link their performance and abilities to meet goals and targets to pay raise and promotion.

The Family Store is a chain of 10 regional convenience stores owned and managed by three brothers, Garrett, George, and Gavin VanDoer. They have been in business for over 25 years together. The entire senior executive, management team, and even store managers are all family members. The senior executive includes Garrett, the president and major shareholder, Garrett’s daughter Marielle is senior vice president of finance and Gavin’s son Frankie is senior vice president of marketing and retail sales (Sniderman, Bulmash, Nelson, & Quick, 2006, p.192). This paper will discuss the present barriers to effective communication, non-defensive feedback from employee and customer surveys to senior executives, examples of