Answer:
Multinational enterprises (MNEs)
Relationship Change as the MNE moves from Globalization 2.0 to Globalization 3.0 operations:
This move means that Indian and Chinese companies would be competing with my local small firm. The MNE may be looking for cheaper prices for my company's products and services, which the Indian and Chinese companies would more efficiently supply it. My firm may be on the precipice of liquidating if this MNE is our major customer. My firm must move fast to become more competitive by differentiating our products and services with better quality and perhaps reduced production costs, to enable it compete more favorably with the Indian and Chinese competitors. Otherwise, we may regard the relationship as nearing its end and prepare for other opportunities with other companies.
Explanation:
Globalization reduces national boundaries by integrating national economies into a globalized economy, thus enabling companies to compete globally for financial resources, goods, and services. When Globalization 1.0 happened, countries were globalized and the world became a global village. When Globalization 2.0 from which the G7 profited largely, companies were globalized. With the current Globalization 3.0, individuals are being globalized, and the highest beneficiaries are Indian and Chinese nationals who appear better prepared to take on the world, garner most of the important resources to themselves, and call the shots from the boardrooms. An example is Microsoft's current CEO, Satya Nadella, who is an Indian-American.
In many companies, the chief executive officer (CEO), who holds the top management position in the company, also serves as chairman of the board. This is often the case with companies that have grown rapidly and still retain the initial founder in those roles.
Answer:
the balance sheet is missing:
Balance Sheet (In millions of Dollars)
ASSETS
Cash $6.0
Accounts Receivable 14.0
Average Inventory 12.0
Fixed Assets, net 40.0
TOTAL ASSETS $72.0
LIABILITIES AND EQUITY
Accounts Payable $10.0
Salaries and Benefits Payable 2.0
Other current Liabilities 10.0
Long-term debt 12.0
Equity 38.0
TOTAL LIABILITIES AND EQUITY $72.0
a. Determine the length of the inventory conversion period.
- inventory conversion period = average inventory / (COGS/365) = 73 days
b. Determine the length of the receivables conversion period.
- receivables conversion period = accounts receivables / (net sales/365) = 51.1 days
c. Determine the length of the operating cycle.
- length of operating cycle = 73 + 51.1 = 124.1 days
d. Determine the length of the payables deferral period.
- length of the payables deferral period = accounts payables / (COGS/365) = 60.83 days
e. Determine the length of the cash conversion cycle.
- cash conversion cycle = 73 + 51.1 - 60.83 = 63.27 days
f. What is the meaning of the number you calculated in Part e?
- How long does it take to turn inventories into cash, it is a measure of asset liquidity.
Answer:
low market growth, high relative market share
Explanation:
In 1970, Bruce D. Henderson created a certain growth-share matrix for the Boston Consulting group in which the cash cow was stated to be a company that operates in a slow-growing industry but with large market share.
Companies are known to love cash cows, reason being that they require minimal amount of money to maintain while the business on its own gives back much more money than one puts into it
