Accounting for strategic management and control 25 may 2019

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Due: 25 May 2019

Use the link below to access the video:

 https://drive.google.com/file/d/18HA7EBuA2qFKH16ROOVwndqGIbjb8fa8/view?usp =sharing 

The duration of he video is between 40 – 45 minutes. 

Summary of the video

Owners Jim Brush and Alison Sloat run Key West Key Lime Pie Company, a pie company that is a true rags-to-riches culinary story. Buying the business, recipes and all, for merely $1200, they have grown it from selling pies on the side of the road to being named the “Nation’s Best Pie” by the American Pie Council. Even though the business grosses an impressive $1.4 million a year, they are not turning a profit. With multiple storefronts and a shipping facility that’s not bringing in any money, can serial entrepreneur Marcus Lemonis

help this couple get back on track and get their piece of the pie?

The report should address the following questions: 

1) What is the company’s strategic value proposition? Discuss in terms of personnel, resources and activities performed.

2) Describe the value chain structure of the organization. 

3) Does the company appear to have more of a fixed or variable cost structure? Why?

4) What measures or key success factors would you consider important to evaluate the performance of this company? 

5) What risk factors are evident in this case? 

 

* The word count should not exceed 1500 words excluding reference list, appendices, the cover page, abstract, glossary and list of tables, figures, charts and abbreviation.  

*References should comply with APA 6th ed. style. 

week 9 discussion 1 – Nursing Experts Help

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1. Explain how the
puddle example support’s Singers thesis. (make sure to identify his thesis here

2. How does
Timmerman use the puddle example against Singer’s thesis? 
 
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Workplace orientation

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In 200 words

What examples of orientation have you had as a new hire that have been particularly effective or ineffective? Explain.

include a citation from a web-based resource.

include a citation from the textbook. Heneman, H., Judge, T. & Kammeyer-Mueller. (2018). Staffing Organizations (9th ed.). McGraw-Hill.

 

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Case 24.1 – It’s Not My Fault

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Scenario:  Cabinets, Inc., is a large manufacturer of modular kitchen cabinets, sold primarily to builders and developers. The company uses a standard cost system. Standard production costs have been developed for each type of cabinet; these costs and any cost variances are charged to the production department. A budget also has been developed for the sales department. The sales department is credited with the gross profit on sales (measured at standard cost) and is charged with selling expenses and any variations between budgeted and actual selling expenses.

In early April, the manager of the sales department asked the production department to fill a rush order of kitchen cabinets for a tract of 120 homes. The sales manager stated that the entire order must be completed by May 31. The manager of the production department argued that an order of this size would take 12 weeks to produce. The sales manager answered, “The customer needs it on May 31, or we don’t get the business. Do you want to be responsible for our losing a customer who makes orders of this size?”

Of course, the production manager did not want to take that responsibility. Therefore, he gave in and processed the rush order by having production personnel work overtime through April and May. As a result of the overtime, the performance reports for the production department in those months showed large, unfavorable labor rate variances. The production manager, who in the past had prided himself on coming in under budget, now has very ill feelings toward the sales manager. He also has stated that the production department will never again accept a rush order.

As an employee, write an internal memo to your manager addressing the following:

· Identify any problem that you see in the company’s standard cost system or in the manner in which cost variances are assigned to the responsible managers.

Make recommendations for changing the cost accounting system to reduce or eliminate any problems that you have identified   

 

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