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US Firms Performance During Recessions: a Comparative Case Study
US firms performance during recessions: a comparative case study by Catherine Obiribea Ofori-Bah B.A., University of Ghana, 2017 A THESIS submitted in partial fulfillment of the requirements for the degree MASTER OF SCIENCE Department of Agricultural Economics College of Agriculture KANSAS STATE UNIVERSITY Manhattan, Kansas 2020 Approved by: Major Professor Dr. Vincent Amanor-Boadu Copyright © Catherine Obiribea Ofori-Bah 2020. Abstract With the majority of economists predicting that the US economy will experience a recession by 2021, it has become increasingly important to explore how well firms do during recessions. Improving understanding of firm characteristics that sustain performance during recessions could provide some learning from the strategies pursued by these firms that maintain their performance during recessions. The study is a case analysis of six US firms, four in the agri- food sector, and two in the technology sector. While numerous performance measures exist, the study intentionally uses return on sales as the performance measure of interest because of its unique characteristic of capturing firms’ current situation over which they have current control. Return on sales, defined as the ratio of net income to sales revenue in the current period, limits performance assessment to current results, allowing for the direct impact of recessions to be measured. The study theorizes that certain firms fare better than others because of their product mix. It also hypothesizes that return on sales as a performance indicator during recessions is determined by how well firms do with their assets and other financial resources. These are tested using 30 years of financial data from Wharton Research Data Services (WRDS), hosted by the Wharton School of Business at the University of Pennsylvania. -
Conagra Foods Through the Years 97 Percent of America’S Households
Brand Book December 2011 One company. One goal. What’s Inside Making the food you love. 3 Meet Our Leaders 26 Commercial Foods ConAgra Foods, Inc., (NYSE: CAG) is one of North 4 Quick Facts America’s leading food companies, with brands in 27 5-8 ConAgra Foods Through the Years 97 percent of America’s households. Consumers 9 Feel Good About the Food You Love find Banquet®, Chef Boyardee®, Egg Beaters®, 10 Consumer Foods 28 Healthy Choice®, Hebrew National®, Hunt’s ®, Annual Retail Sales* of More Than $100 Million Marie Callender’s®, Orville Redenbacher’s ®, PAM ®, Peter Pan®, Reddi-wip ®, Slim Jim®, Snack Pack® 11 19 29 More of the Food You Love and many other ConAgra Foods brands in grocery, convenience, mass merchandise and 12 20 club stores. ConAgra Foods also has a strong business-to-business presence, supplying frozen potato and sweet potato products as well as other 13 21 vegetable, spice and grain products to a variety of well-known restaurants, foodservice operators 14 22 and commercial customers. ConAgra Foods reports its 15 23 34% operations in two segments: ® 66% Consumer Foods and 16 24 Commercial Foods. 2010 Continuing Operations Net Sales 17 25 66% Consumer Foods 34% Commercial Foods 18 *Annual retail sales based on latest IRI data, 52 weeks ending June 27, 2010, for food, drug, mass (FDMx) and convenience for total U.S. Brand Book 2 Back to Table of Contents Meet Our Leaders John Gehring Gary Rodkin Executive Vice President and Doug Knudsen Chief Executive Officer Chief Financial Officer President, ConAgra Foods Sales Gary Rodkin, chief executive officer, joined ConAgra Foods in October John Gehring was named executive vice president and chief financial Doug Knudsen was named president of ConAgra Foods Sales in 2005, 2005. -
PNC Global Investment Services Abbott Nutritionals Adobe Systems, Inc
PNC Global Investment Services Abbott Nutritionals Adobe Systems, Inc. @griculture Online Abbott Pharmaceutical Products ADP Automatic Data Processing, Inc. 1897 Corp. Abbott Point-of-Care ADT Security Services, Inc. 19 Magazine Abbott Spine Devices Advanced Care Products 1911 Corp. Abbott Vascular Advanced Cellular Biology-San Jose 21st Century Insurance Company Abbott WallisSystem Advanced Financial Services, Inc. 21st Century Insurance Group Abell-Hanger Foundation Advanced Sterilization Products 3-Phase Systems Aberdeen, MD Water & Sewer Advanta Corp. 4x4 Magazine ABODA Property Management Advanta Growth Capital Fund LP A & E Television Networks Aboda, Inc. Advanta Insurance Company A & W ABZOL Cleaning Solvents Advanta Life Insurance Company A to Haas Access Group, Inc. Advanta National Bank A&E Television Networks Acco Advanta Partners LP A.C. Products Acco Brands Corporation Advent Financial Services, Inc. A.I. Credit Corporation ACCO World Advent HMO Corporation A.U.S.H.C. Holdings, Inc. Accurate Foaming Division Advent Investments, Inc. AAD Washington, DC Ace Books (Adult Division) Advertising.com, Inc. AB Mauri Food Inc. ACE Group Advised Assets Group LLC Abbott Aeroset/c8000 ACE INA Advisor Technologies Abbott Alimentum Advance Products Acqua Panna AE Fifteen, Inc. Abbott Animal Health Acuity Brands, Inc. AE Five, Inc. Abbott Architect Products AcuityBrands Lighting AE Fourteen, Inc. Abbott Asahi Guidelines AcuityBrands Technology Services AE Housing Corporation Abbott AxSym Acuvue Advance Aeitus Capital, Inc. Abbott Bioresearch Center Acxiom Corporation AEL American Electric Lighting Abbott Cell-Dyn Series Acxiom Digital AELAN Inc. Abbott CliniCare AD Fire Protection Aeltus Trust Company Abbott Diabetes Care Ada County Association of Realtors Aerobid Abbott Diagnostics ADA Environmental Solutions Aeroplane Monthly Magazine Abbott EleCare ADA-ES, Inc. -
Spare Parts Management Potential in Production Sector
School of Innovation, Design and Engineering Spare parts management potential in production sector Master thesis work 30 credits, Advanced level Product and process development Production and Logistics Abbas Al-Bawi Report code: PPU503 Commissioned by: Tutor (company): MDH Tutor (university): MDH Examiner: Antti Salonen 1 ABSTRACT Spare parts management (SPM) is an important branch of management which could lead the company to success or bankruptcy. It is also fill of potential improvements that can increase the company profits, productivity, and reliability. Wise inventory management would eliminate all the delay risks of unplanned breakdowns, and reduce process time and cost. To understand the importance of the spare parts, a fundamental knowledge of maintenance types, spare parts, spare parts management, spare parts classifications, ABC analysis, Economic order quantity, suppliers’ management, purchase management, and management computer program SAP, have been viewed. Companies realize the spare parts importance and try to develop the system to increase the benefits. Many ways has been taken to achieve that. Each company has it is own management system that the company has developed in years. In this research, spare parts management system of seven companies has been studied. By comparing of the management systems, we highlight the areas that would have negative or positive impact on the system. We would also analysis why the companies have chosen these systems, how they develop the system, and where they aim throw the development. Reviewing case studies would have many advantages, it would expand the vision to develop the management system and focus on the points that have permanent value instead of focus on temporary improvement. -
Managing Brand Equity
Managing Brand Equity Capitalizing on the Value of a Brand Name David A. Aaker · THE FREE PRESS NEW YORK LONDON TORONTO SYDNEY Managing Brand Equity THE FREE PRESS A Division of Simon & Schuster Inc. 1230 Avenue of the Americas New York, N.Y. 10020 www.SimonandSchuster.com Copyright © 1991 by David A. Aaker All rights reserved, including the right of reproduction in whole or in part in any form. THE FREE PRESS and colophon are trademarks of Simon & Schuster Inc. Manufactured in the United States of America 20 19 18 Library of Congress Cataloging-in-Publication Data Aaker, David A. Managing brand equity: capitalizing on the value of a brand name / David A. Aaker. p. cm. Includes bibliographical references and index. ISBN 0-02-900101-3 eISBN-13: 978-1-4391-8838-5 1. Brand name products—Valuation—United States—Management. 2. Intangible property—Valuation—United States—Management. I. Title. HD69.B7A22 1991 658.8′27-dc20 91-10380 CIP Contents Preface and Acknowledgments 1. What Is Brand Equity? The Ivory Story The Role of Brands Brand-Building Neglect The Role of Assets and Skills What Is Brand Equity? What Is the Value of a Brand? Brand Value Based upon Future Earnings Issues in Managing Brand Equity The Plan of the Book 2. Brand Loyalty The MicroPro Story Brand Loyalty Measuring Brand Loyalty The Strategic Value of Brand Loyalty Maintaining and Enhancing Loyalty Selling Old Customers Instead of New Ones 3. Brand Awareness The Datsun-Becomes-Nissan Story The GE-Becomes-Black & Decker Story What Is Brand Awareness? How Awareness Works to Help the Brand The Power of Old Brand Names How to Achieve Awareness 4. -
Appendix A: Top Company Summary Tables Appendix B: Full Company Profiles
A Value Chain Analysis of Selected California Crops Appendix A: Top Company Summary Tables Appendix B: Full Company Profiles Duke University July 7, 2008 Appendix A: Top Company Summary Tables Top Five Seed Companies in U.S. Market…………………………………………………..3 Top Five Agrochemical Companies in U.S. Market………………………………………...6 Top Five Fertilizer Companies in U.S. Market…………………………………………….11 Top Irrigation Systems Companies………………………………………………………...16 Top U.S. Farm Equipment Companies……………………………………………………..21 Top Tomato Marketers, California…………………………………………………………26 Top U.S. Tomato Remanufacturers………………………………………………………...29 Top Five U.S. Feed Producers……………………………………………………………...33 Top Five U.S. Poultry Producer Companies………………………………………………..38 Top Ethanol Producers, U.S. and California………………………………………………..39 Appendix B: Full Company Profiles Monsanto…………………………………………………………………………………45 DuPont Agriculture & Nutrition…………………………………………………………49 The Mosaic Company……………………………………………………………………56 Valmont Industries……………………………………………………………………….62 Deere & Company…………………………………………………………………...…..65 Morning Star………………………………………………………………………...…...70 ConAgra Foods, Inc……………………………………………………………….……..73 Cargill, Inc……………………………………………………………………….…..…..77 Tyson Foods, Inc………………………………………………………….……….…..…81 Poet, LLC………………………………………………………………………………...87 2 Appendix A CGGC 5-1-08 Top Five Seed Companies in U.S. Market, 20071 Company Annual Revenues Relevant Market Services Provided, Notes Niche if applicable Monsanto Total sales in 2007: Genetically Research and 1st supplier of genetically -
Programa Maestro Nacional De Camarón De Altamar
Índice Pág. Introducción 3 1. Integración de Información de Mercados 49 2. Análisis del Eslabón de Producción 122 3. Análisis del Eslabón de Industrialización 159 4. Análisis del Eslabón de Comercialización 191 5. Análisis de Proveedores Complementarios del 237 Eslabón de Producción 6. Análisis de Proveedores Complementarios del 251 Eslabón de Industrialización 7. Análisis de Otros Proveedores 260 Complementarios de la Red 8. Integración de Información de la Red 290 9. Programa Estratégico de Crecimiento 311 10. Optimización de la Oferta 363 11. Concentrado de Proyectos 388 2 Programa Maestro Nacional de Camarón de Altamar Introducción Definición • Camarón es el nombre que reciben cerca de 2,000 decápodos del orden de del los crustáceos. Estos se caracterizan por su caparazón blando semi- producto1 traslúcido y por su cuerpo flexible. • Dependiendo de la especie pueden alcanzar un tamaño desde unos cuantos milímetros hasta los 22 centímetros de longitud, siendo entre 5 y 7 cm el promedio. • El camarón se encuentra presente en casi todas los mares (tanto en aguas profundas como bajas), así como en depósitos de agua dulce. Principales Tipo de camarón (Océano Pacífico) Imagen especies de Camarón azul (Litopenaeus stylirostris) camarón • Distribuido en el océano Pacífico (Desde Baja existentes California hasta Perú). en México • Vive en profundidades no mayores a 27 m aunque raras veces a 45 m. • Tiene una longitud máxima de 23 cm y longitud máxima de caparazón de 5. 9 cm. Camarón blanco (Litopenaeus vannamei) • Localizado a partir del sur de Sonora hasta el norte de Perú. • Vive en profundidades de hasta 72 m. • Con un tamaño máximo de 23 cm y longitud máxima del caparazón 9 cm.