The company needs to be from the USA, this needs to be done within 24 hours

 

Prepare a written review of an article from a recent business magazine. Also prepare a PowerPoint presentation as though you are presenting the article to the class. The written review should not exceed two double spaced pages. Your written review should provide a full bibliographic reference to the article. An electronic copy of the article should be attached to the written review.

Required readings:  Chapters 12 & 13 in the textbook, read week 7 lecture notes (Chapter 12 and 13 Lecture ), and review Chapter 12 and Chapter 13 PowerPoint presentations.

This week we focus on entrepreneurship. Corporate entrepreneurship (CE) refers to building entrepreneurial businesses within existing corporations. It has two primary aims: the creation of new venture opportunities and strategic renewal. In this section, we address corporate growth and renewal via internal venture development.

All the factors that influence the strategy implementation process corporate culture, leadership, features of organizational structure, and rewards and learning systems will affect how corporations engage in internal corporate venturing.

In some large corporations, the spirit of entrepreneurship permeates every part of the organization. It is found in companies where the strategic leaders and the culture together generate a strong impetus to innovate, take risks, and seek out new venture opportunities.

Firms using a focused approach typically separate the corporate venturing activity from the other ongoing operations of the firm. That is, CE is usually the domain of autonomous work groups that pursue entrepreneurial aims independent of the rest of the firm.

Two forms new venture groups (NVGs) and business incubators are among the most common types of focused approaches.

The following article describes one type of highly focused entrepreneurial environment Samsung’s VIP Center where innovative ideas and engineering problems are addressed with great intensity and speed.

Samsung’s Intensely Focused VIP Center
Some of the most successful corporate innovators operate in a climate of intense pressure. One of these is Samsung, the South Korean electronics maker that made a $9.4 billion profit in 2004 compared to $1.5 billion by Sony, its close competitor.

This success and the pressure is due in part to the role played by its VIP Center. VIP stands for Value Innovation Program (not very important person) and it refers to a 5 story building in the heart of Samsung’s industrial complex in Suwon, South Korea. It is completely dedicated to research, engineering and design. The first floor houses big training rooms. Floors two through four are workrooms for various team projects. The top floor has 42 dormitory style rooms, each containing two beds, a shower, and a small desk. In the basement, there’s a gym and sauna as well as ping pong and billiards tables. In essence, it is an around the clock assembly line for ideas and experiments.

When an engineer or other Samsung employee is assigned there, they know they will be there until the particular problem they are working on is solved. “When people are told they have to come here,” says Sun Woo Song, a senior engineer and project leader at the VIP Center, “they know they have to come up with results in a very, very short time.” As a result, the building is occupied 24 hours a day, seven days a week. “This is not a prison,” according to one engineer, “but it’s not a volunteer job either.”

This may seem like an extreme situation but most at Samsung see it as highly valuable. Doosik Joo, a father of three and five time VIP alumnus says, “People say, ‘You’ve spent all your life there, and what have you done?'” He says, “I can say, ‘I drove down costs, created more value for the customer.'” Clearly, this level of commitment is a key element of Samsung’s success: The company has lower manufacturing costs, higher profit margins (an industry leader in 2004 at 21 percent), quicker time to market, and, more often than not, more innovative products than its competition.

Source: Lewis, P. 2005. A perpetual crisis machine. Fortune, September 19:59 76.

Corporations often form new venture groups whose goal is to identify, evaluate, and cultivate venture opportunities. These groups typically function as semi autonomous units with little formal structure. A NVG’s mandate often extends beyond innovation and experimentation to coordinating with other corporate divisions, identifying potential venture partners, gathering resources, and, in some case, actually launching the venture.

Business incubators are designed to “hatch” new businesses. They are a type of corporate new venture group with a more specialized purpose to support and nurture fledgling entrepreneurial ventures until they can thrive on their own as standalone businesses.

A culture of entrepreneurship is one in which the search for venture opportunities permeates every part of the organization. Everyone is attuned to opportunities to leverage the assets and capabilities of the corporation to create new businesses.

In this Discussion Forum, you have two tasks to perform:

First, watch the following video:

 

  Entrepreneurship   http://video.mit.edu/watch/leadership and entrepreneurship 9505/

 

What is the difference between focused and dispersed approaches to corporate venturing? 

 

 

Excel :  

1.Using standard Net Present value tables, determine the present value of a dollar for $10,000.00 invested at 8%, compounded annually for a period of 5 years.

 

2.Using standard Net Present value tables, determine the future value of a dollar for a one time $10,000.00 deposit earning 8% interest compounded annually to be withdrawn in 5 years.

 

3.Using standard Net Present value tables, determine the present value of an annuity that earns $10,000.00 payable in 5 annual installments over a period of 5 years, assuming 8% interest compounded annually.

 

4.Using standard Net Present value tables, determine the future value of an annuity of $10,000.00 annual deposits earning 8% interest compounded annually at the end of 5 years.

Assume no money is withdrawn during the investment period.

 

Provide one possible explanation of the uses of each type of investment.

I need A work only, no copying, all questions anwsered, no plagarism period and instructions followed no exceptions. If this you anwser, Don’t need any fakes please.

 

ACC 206 Week 4 Assignment

 

 

 

Please complete the following exercises below in either Excel or a word document (but must be single document). You must show your work where appropriate (leaving the calculations within Excel cells is acceptable). Save the document, and submit it in the appropriate week using the Assignment Submission button.

 

 

 

1. Comprehensive budgeting

 

The balance sheet of Watson Company as of December 31, 20X1, follows.

 

WATSON COMPANY
Balance Sheet
December 31, 12X1
Assets
Cash		$4,595
Accounts receivable		10,000
Finished goods (575 units x $7.00)		4,025
Direct materials (2,760 units x $0.50)		1,380
Plant & equipment	$50,000
Less: Accumulated depreciation	10,000	40,000
Total assets		$60,000
Liabilities & Stockholders’ Equity
Accounts payable to suppliers		$14,000
Common stock	$25,000
Retained earnings	21,000	46,000
Total liabilities &. stockholders’ equity		$60,000

 

 

 

The following information has been extracted from the firm’s accounting records:

 

1. All sales are made on account at $20 per unit. Sixty percent of the sales are collected in the month of sale; the remaining 40% are collected in the following month. Forecasted sales for the first five months of 20X2 are: January, 1,500 units, February, 1,600 units; March, 1,800 units; April, 2,000 units; May, 2,100 units.

2. Management wants to maintain the finished goods inventory at 30% of the following month’s sales.

3. Watson uses four units of direct material in each finished unit. The direct material price has been stable and is expected to remain so over the next six months. Management wants to maintain the ending direct materials inventory at 60% of the following month’s production needs.

4. Seventy percent of all purchases are paid in the month of purchase; the remaining 30% are paid in the subsequent month.

5. Watson’s product requires 30 minutes of direct labor time. Each hour of direct labor costs $7.

 

Instructions:

 

1. Rounding computations to the nearest dollar, prepare the following for January through March:

 

1) Sales budget

 

2) Schedule of cash collections

 

3) Production budget

 

4) Direct material purchases budget

 

5) Schedule of cash disbursements for material purchases
6) Direct labor budget

 

1. Determine the balances in the following accounts as of March 31:

 

1) Accounts Receivable

 

2) Direct Materials

 

3) Accounts Payable

 

 

 

2. Basic flexible budgeting
Centron, Inc., has the following budgeted production costs:

 

Direct materials	$0.40 per unit
Direct labor	1.80 per unit
Variable factory overhead	2.20 per unit
Fixed factory overhead
Supervision	$24,000
Maintenance	18,000
Other	12,000

 

 

 

The company normally manufactures between 20,000 and 25,000 units each quarter. Should output exceed 25,000 units, maintenance and other fixed costs are expected to increase by $6,000 and $4,500, respectively.

 

During the recent quarter ended March 31, Centron produced 25,500 units and incurred the following costs:

 

 

 

Direct Materials		$10,710
Direct Labor		47,175
Variable factory overhead		51,940
Fixed factory overhead
Supervision		24,500
Maintenance		23,700
Other		16,800
Total production costs		$174,825

 

 

 

 

 

 

 

Instructions:

 

1. Prepare a flexible budget for 20,000, 22,500, and 25,000 units of activity.

2. Was Centron’s experience in the quarter cited better or worse than anticipated? Prepare an appropriate performance report and explain your answer.

3. Explain the benefit of using flexible budgets (as opposed to static budgets) in the measurement of performance.

    

    

   3. Straightforward variance analysis

   Arrow Enterprises uses a standard costing system. The standard cost sheet for product no. 549 follows.

 

Direct materials: 4 units @ $6.50		$26.00
Direct labor: 8 hours @ $8.50		68
Variable factory overhead: 8 hours	@ $7.00	56
Fixed factory overhead: 8 hours	@ 2.5	20
Total standard cost per unit		$170.00

 

 

 

The following information pertains to activity for December:

 

1. Direct materials acquired during the month amounted to 26,350 units at $6.40 per unit. All materials were consumed in operations.

2. Arrow incurred an average wage rate of $8.75 for 51,400 hours of activity.

3. Total overhead incurred amounted to $508,400. Budgeted fixed overhead totals $1.8 million and is spread evenly throughout the year.

4. Actual production amounted to 6,500 completed units.

    

   Instructions:

 

1. Compute Arrow’s direct material variances.

2. Compute Arrow’s direct labor variances.

3. Compute Arrow’s variances for factory overhead.