Co-ordinate implementation of customer service strategie Essay Example for Free

Co-ordinate implementation of customer service strategie Essay Brief Background McDonalds is a well admired, large organization of approximately 5,500 locally owned and operated businesses all around the world. Food quality is the key at McDonalds as is has implemented rigorous food safety standards for almost 50 years, and the fast food restaurant has been recognized for its popular and well known meals, ranging from delicious burgers, well known French fries, healthy salads, rolls, fruits, deserts, and also breakfast foods such as bacon and eggs, cereals and pancakes. The restaurant also has Ronald McDonald House Charities and its global network of independent local Chapters, which help find, create, and support programs that directly improve the health and well-being of children. There are many employees in each McDonalds restaurant which are well trained to help serve the more than 47 million customers, in 119 countries from more than 30,000 different restaurant locations. The specific department on which is being focused on this report revolves around working on the front counter; this includes customer service, preparation of the meals, dealing with cash, cleaning and stocking. Organisations internal and external customers Working on the front counter at McDonalds deals with the external customers, these are the people who pay for the product/food that the business has to offer. The employees, who work on the front counter, act as internal customers towards the employees at McDonalds who work in the back. People working on the front counter next-handle the jobs that have been completed from out the back where the food is made. When an external customer walks into a McDonald restaurant, straight away their main needs and expectations is to firstly walk into an attractive well maintained and clean environment, to have a fresh tasting meal delivered to them politely from a well organized employee, who should prepare the meal quickly but carefully, making sure no mistakes are made. Each and every employee has the resources they need to serve the customers so they can be prepared as each customer approaches. Restaurants are adequately staffed to allow for a good customer experience as well as to provide schedule flexibility, work-life balance and time for training. When serving the customers, employees should act in ways which make the customers feel as though they are happy with the service and would continue to do business with the organisation. Therefore the employees are trained to use appropriate communication techniques to make the customer feel comfortable, welcome and satisfied with the service. This means that every customer should receive respect, patience, friendliness, and good quality products. On behave of McDonalds (2004), claims that At McDonalds, we know that people are our most valuable resource. We aim to be the best employer in each community around the world where we do business. Read more:Â  Customer Service Essay How the organisation recognizes its customers requirement McDonalds is well known as a fast food restaurant, therefore the meals are expected to be delivered to each customer in a fast, efficient way, but in the same time, the meals need to be prepared cautiously to make sure no mistakes are made and to also make sure that the meal is fresh and of great quality. Another issue concerned with the service is the customer rush this is when many customers all approach at once. This usually occurs during lunch time, straight after school hours, and around dinner time. When there is a customer rush, the store should be adequately staffed to allow employees to be prepared and deal with the large group of people as quick as they can. The organisation becomes aware of the requirements from previous circumstances when customers complain that their food is not fresh, or if they have been waiting a long time for their meal to be prepared. All McDonalds restaurants have possession of a particular McDonalds owned clock which works as a timer and helps in the process to distinguish how long the burgers have been sitting for. This process prevents the burgers from going past the stage where they are not fresh anymore. The fry station in which the fries are made also has a separate timer which goes of when the fries are no longer fresh. From time to time, accidents may happen and the timers may not be used efficiently. This is when the food gets cold, and customers begin to complain. When a customer complains of their food being cold or not fresh, they should be treated with extra consideration, get an apology and then have their meal replaced. The only way this problem can be resolved is for workers to make sure they keep an eye on the timers, and if there are no fresh burgers when a customer is served, they should be seated and have theyre meal taken to them within a few minutes. If a customer feels that they repeatedly receive food which is not fresh enough, and they do not mind waiting a few extra minutes, they can ask for a fresh burger. Then, they will be asked to be seated while their meal is being made. Another circumstance may be if a customer is allergic to something in a meal, or dont want a particular ingredient in their food such as pickles in their burgers or salt on their fries. All they need to do is make the person who is serving them aware of this. This is called a grill, and their meal will be freshly made as of above. All the staff of McDonalds are trained to deal with the customers in a pleasant manner. Any suggestions from customers on how the service, environment, etc. can be improved would be taken positively and the matter would be discussed with the management because McDonalds wants all customers to be happy. Some McDonalds restaurants have suggestion boxes where customers can give their thoughts of any improvement which can be made for customer service delivery. The suggestions from customers are a great help to the management, as the customers are the ones who the store is trying to impress. Within time, business technology can assist with the service at McDonalds by creating higher technology cash register, which may help with interpreting the order and assistance with the cash. The quicker the meal is ordered the quicker the meal can be delivered. Business technology could also assist with serving the customers on drive through. Our People Promise is more than words. McDonalds and its independent owner/operators have made a commitment to our employees that we strive to achieve with our actions every day McDonalds.com (2004). To deliver the People Promise, there are in place, five people principles which promote customer service strategies. They include Respect and recognition, Values and Leadership Behaviors, Competitive Pay and Benefits, Learning Developing and Personal Growth and Resourced to get the job done. The delivery of a quality service is essential to a successful business. For McDonalds to achieve our goal of being the worlds best quick service restaurant experience, we must have the best experience for all McDonalds employees. This quotes that the quality of the McDonalds business revolves around the employees actions. Another main issue is that there is always a clean surrounding of each restaurant, to make everyone feel comfortable to dine in. The main customer objective is when food is not fresh. To fulfill this objective, budget recourses which may help with the solution could include a buzzer or alarm to indicate that the food is off. Stronger heat may help so that the burgers, and fries stay hot, but this brings danger to the employees with the high risks of burns. The company can look further towards these issues to come to a resolution to the complaints. Conclusion The company of McDonalds is a largely known and popular business. The reoccurrence of so many customers indicates that it is successful. But there can never be enough of pleasing customers, because the more pleased customers become, the more business the store will get, this is from word of mouth. Therefore if a customer has a bad experience, the companys earnings may slightly drop. McDonalds is cautious of the way they handle customers, the environment, and the quality of their food. They are also aware of customer complaints or suggestions of improving the service, food, etc. This helps a lot to improve the business which is becoming more and more popular everyday. Bibliography * http//:www.Mcdonalds.com.au * Burbury E, 2003, Deliver and Monitor a Service to Customers, Software publication Pty. Ltd., Sydney. * McDonalds Pty Ltd, 2001, Crew Member Handbook. * http//:www.Mcdonalds.com (world wide)

The Coral Reefs Essay -- Sea Ocean Nature Wildlife Environmental Essay

The Coral Reefs Can we save â€Å"Tropical Rain Forests of the Ocean†? Anyone who’s ever scuba dived at a coral reef and seen the perfect handprint of dead coral can appreciate how fragile and delicate this ecosystem is. Coral reefs are not just rock, like some people believe, but are an animal. Corals are a type of animal called a polyp, the simplest of predators that eat meat in the form of drifting zooplankton†¦all corals have boarders, zillions of microscopic, one-celled plants called zooxanthellae that live inside the polyps and transform sunlight into oxygen, keeping the corals alive. As you will see, the corals need these algae in order to live, but too much is deadly. Coral reefs are limited to where they live. Most live in the narrow band of the equator, as they need light, the shallow near shore areas is where most coral reefs can be found. Their biological riches, though, hold value far beyond their beauty. After tropical rain forests, coral reefs may be the most biologically diverse ecosystem, holding a substantial portion of the basics of life on the planet. They form what is thought to be the most species rich ecosystem in the oceans, the crucible of life some 3,000,000,000 years ago. Covering just 0.17% of the ocean floor, an area the size of Texas, coral reefs are home to perhaps one –quarter of all marine species, earning them the title â€Å"the tropical rain forests of the Oceans.† Unfortunately, these beautiful and diverse ecosystems are in trouble from a large variety of sources. These sources being everything from natural water temperature fluctuations to being mined for building materials. One source of abuses to the coral reefs ... ...eefs helps, but does nothing to prevent runoff from pesticides and fertilizer. Many resorts educate divers about not touching the coral, but it is unrealistic to expect that the coral could not get accidentally bumped. One country could ban pollution, but if the next country doesn’t, what good does that do? It needs to be a global effort if we are to save these â€Å"tropical rain forests of the ocean.† Works Cited Butler,James N., et al. â€Å"The Bermuda Fisheries: a tragedy of the commons averted?† Environment Jan-Feb/1993/pg6+ Matsen,Bradford. â€Å"Travel to Exotic Foreign Lands! See Beautiful Coral Reefs! And Kill Them!† Mother Jones May-June/1998/:pg60+ Raloff,Janet. â€Å"Sea Sickness.† Science News Jan/1999/:pg72+ U.S. Coral Reef Task Force.www.coralreef.gov 4/23/00 Weber,Peter. â€Å"Coral Reefs face the Threat of Extinction.† USA Today May/1993/:pg62+

Duport Analysis: the Number Game

DuPont Analysis: Playing The Numbers Game! The summary of this case is that a newly joined CFO of a company, Plastichem Inc. , was able to turn the company’s unfortunate situation around when he first arrived. Yet, five years later, Plastichem has gone through some difficult times including their stock price/ratings severely dropping with no understanding as to why. The case ends with the CFO attempting to figure out what went wrong with the numbers he was given. To determine the liquidity, we used the quick ratio, current ratio, and interest coverage ratio.From these equations, the higher the ratios meant the better of the company’s financial condition, or more liquidity. The acceptable ratios vary from different industries. In general, company’s quick ratio should be 1 or higher, and its current ratio should be above 1. 5 to be considered liquid. In the comparison between two companies’ ratios, DCM Molding has shown a better financial condition on averag e in the past four years, and Plastichem has barely met the acceptable average or is below the average in the past four years. Quick Ratio = (Cash and marketable securities + A/R + Other Current Asset)/ Current Liabilities | Year| 2004| 2003| 2002| 2001| Plastichem| 0. 86| 1. 141| 1. 039| 0. 826| DCM Molding| 0. 99| 0. 93| 1. 114| 1. 568| | Year| | 2004| 2003| 2002| 2001| Plastichem| 1. 301| 1. 523| 1. 462| 1. 309| DCM Molding| 1. 632| 1. 518| 1. 826| 2. 095| | Year| | 2004| 2003| 2002| 2001| Plastichem| 0. 763| 1. 9113| 1. 962| 2. 442| DCM Molding| 4. 667| 1. 217| 4. 217| 8. 6| To measure the leverage, we calculated the debt-equity ratio. Plastichem had a relatively high Debt-Equity Ratio, which indicated that Plastichem was using many debts to finance its growth.High Debt-Equity Ratio also indicated that Plastichem bore more risk because the cost of debt (interest). The company would make more profit if the incremental profit exceeds the incremental cost of debt; however, the comp any may lose more money/ make less money if the incremental profit is less than the incremental cost of debt. | Year| | 2004| 2003| 2002| 2001| Plastichem| -19. 331| 5. 076| 4. 862| 1. 355| DCM Molding| 1. 192| 1. 477| 1. 274| 0. 714| To determine the profitability, we calculate the Profit Margin, ROE, and ROA. By looking at the ratios, Plastichem’s profit has dropped in the past four years.The high leverage may have enlarged the loss of the company. On the other hand, DCM Molding has shown a steady income/profit over the years. | Year| | 2004| 2003| 2002| 2001| Plastichem| -24. 14%| 0. 68%| 3. 45%| 5. 65%| DCM Molding| 5. 91%| 6. 19%| 5. 37%| 5. 09%| | Year| | 2004| 2003| 2002| 2001| Plastichem| ? | 3. 53%| 6. 38%| 17. 30%| DCM Molding| 17. 76%| 18. 64%| 17. 44%| 10. 95%| | Year| | 2004| 2003| 2002| 2001| Plastichem| -26. 90%| 0. 58%| 1. 09%| 7. 34%| DCM Molding| 8. 10%| 7. 53%| 7. 66%| 6. 39%| A common size balance sheet is a different type of balance sheet that hows each d ollar amount in a form of percentage of a common number from the actual balance sheet. Common size balance sheet is useful in comparing companies that have a different scale of operations. This type of balance sheet helps in observing at the firms as a common sized and it also helps in comparing the changes in various segments over a period of time. PLASTICHEM INCORPORATED| | | | | Annual Income Statements (Value in Millions)| | | | | 2004| 2003| 2002| 2001| Sales| 100. 00%| 100. 00%| 100. 00%| 100. 00%| Cost of Sales| 74. 81%| 62. 76%| 63. 39%| 65. 04%| Gross Operating profit| 25. 19%| 37. 24%| 36. 61%| 34. 6%| Selling, General & Admin. Expenses| 13. 27%| 18. 54%| 18. 66%| 20. 73%| EBITDA| 11. 92%| 18. 71%| 17. 95%| 14. 23%| Depreciation & Amortization| 6. 16%| 5. 51%| 5. 82%| 4. 41%| EBIT| 5. 76%| 13. 20%| 12. 12%| 9. 82%| Other Income, Net| -0. 17%| 0. 20%| 0. 12%| 0. 08%| Total Income Avail for Interest Exp. | 5. 59%| 13. 40%| 12. 24%| 9. 90%| Interest Expense| 7. 54%| 6. 90%| 6 . 18%| 4. 02%| Minority Interest| 0. 00%| 0. 00%| 0. 00%| 0. 00%| Pre-Tax Income| -1. 95%| 6. 50%| 6. 06%| 5. 88%| Income Taxes| 0. 03%| 0. 71%| 2. 61%| 0. 23%| Special Income/Charges| -22. 15%| -5. 10%| 0. 00%| 0. 00%| Net Income from Cont.Operations| -24. 14%| 0. 68%| 3. 45%| 5. 65%| Net Income from Discont. Opers. | 0. 00%| 0. 00%| 0. 00%| 0. 00%| Net Income from Total Operations| -24. 14%| 0. 68%| 3. 45%| 5. 65%| Normalized Income| -1. 99%| 5. 78%| 3. 49%| 5. 65%| Extraordinary Income| 0. 00%| 0. 00%| 0. 00%| 0. 00%| Income from Cum. Eff. of Acct. Chg. | 0. 00%| 0. 00%| 0. 00%| 0. 00%| Income from Tax Loss Carryforward| 0. 00%| 0. 00%| 0. 00%| 0. 00%| Other Gains| 0. 00%| 0. 00%| -2. 02%| 0. 00%| Total Net Income| -24. 14%| 0. 68%| 1. 43%| 5. 65%| PLASTICHEM INCORPORATED| | | | | Annual Balance Sheets (Values in millions)| | | | | | 2004| 2003| 2002| 2001|ASSETS | | | | | Current Assets| | | | | Cash and marketable securities| 1. 20%| 1. 40%| 1. 47%| 0. 60%| Accounts receivable| 17. 34%| 17. 33%| 14. 74%| 21. 03%| Inventory| 10. 31%| 7. 01%| 7. 44%| 12. 88%| Other Current assets| 1. 54%| 2. 21%| 2. 03%| 0. 40%| Total Current Assets| 30. 40%| 27. 94%| 25. 68%| 34. 91%| | | | | | Non-Current Assets| | | | | Property, Plant & Equipment, Gross| 35. 44%| 28. 70%| 25. 85%| 47. 99%| Accumulated depreciation & Depletion| 14. 41%| 9. 13%| 8. 15%| 19. 42%| Property, Plant & Equipment, Net| 21. 03%| 19. 57%| 17. 71%| 28. 57%| Intangibles| 45. 67%| 50. 07%| 53. 53%| 33. 0%| Other Non-Current Assets| 2. 90%| 2. 41%| 3. 09%| 3. 52%| Total Non-Current Assets| 69. 60%| 72. 06%| 74. 32%| 65. 09%| Total Assets| 100. 00%| 100. 00%| 100. 00%| 100. 00%| | | | | | LIABILITIES AND EQUITIES| | | | | Current Liabilities| | | | | Accounts payable| 7. 71%| 6. 92%| 6. 03%| 9. 76%| Short Term Debt| 2. 48%| 1. 63%| 1. 03%| 3. 92%| Other current Liabilities| 13. 17%| 9. 80%| 10. 50%| 12. 98%| Total Current liabilities| 23. 36%| 18. 35%| 17. 56%| 26. 66%| | | | | | Non-Current liabilitie s| | | | | Long-term debt| 80. 96%| 64. 35%| 65. 38%| 30. 89%| Deferred Income Taxes| 0. 00%| 0. 00%| 0. 00%| 0. 0%| Other Non-Current Liabilities| 1. 13%| 0. 84%| 0. 00%| 0. 00%| Minority Interest| 0. 00%| 0. 00%| 0. 00%| 0. 00%| Total Non-Current Liabilities| 82. 09%| 65. 19%| 65. 38%| 30. 89%| Total Liabilities| 105. 46%| 83. 54%| 82. 94%| 57. 55%| | | | | | Shareholder's Equity| 0. 00%| 0. 00%| 0. 00%| 0. 00%| Preferred Stock Equity| 0. 00%| 0. 00%| 0. 00%| 0. 00%| Common Stock Equity| -5. 46%| 16. 46%| 17. 06%| 42. 45%| Total equity| -5. 46%| 16. 46%| 17. 06%| 42. 45%| | | | | | Total liabilities and Stock Equity| 100. 00%| 100. 00%| 340| 100. 00%| DCM MOLDING| | | | | Annual Balance Sheets (Values in millions)| | | | | 2004| 2003| 2002| 2001| ASSETS | | | | | Current Assets| | | | | Cash and marketable securities| 0. 33%| 1. 25%| 0. 47%| 8. 06%| Accounts receivable| 19. 87%| 18. 36%| 20. 31%| 19. 44%| Inventory| 14. 32%| 13. 34%| 14. 69%| 10. 83%| Other Current assets| 1. 89%| 1. 48%| 2. 19%| 4. 72%| Total Current Assets| 36. 40%| 34. 44%| 37. 66%| 43. 06%| | | | | | Non-Current Assets| | | | | Property, Plant ; Equipment, Gross| 47. 28%| 42. 08%| 43. 44%| 56. 39%| Accumulated depreciation ; Depletion| 17. 20%| 12. 66%| 11. 09%| 10. 83%| Property, Plant ; Equipment, Net| 30. 08%| 29. 42%| 32. 34%| 45. 56%| Intangibles| 33. 0%| 35. 46%| 28. 44%| 5. 28%| Other Non-Current Assets| 0. 22%| 0. 68%| 1. 56%| 6. 11%| Total Non-Current Assets| 63. 60%| 65. 56%| 62. 34%| 56. 94%| Total Assets| 100. 00%| 100. 00%| 100. 00%| 100. 00%| | | | | | LIABILITIES AND EQUITIES| | | | | Current Liabilities| | | | | Accounts payable| 7. 66%| 8. 10%| 8. 28%| 5. 56%| Short Term Debt| 7. 44%| 6. 61%| 4. 22%| 7. 50%| Other current Liabilities| 7. 21%| 8. 10%| 8. 28%| 7. 50%| Total Current liabilities| 22. 31%| 22. 69%| 20. 63%| 20. 56%| | | | | | Non-Current liabilities| 0. 00%| 0. 00%| 0. 00%| 0. 00%| Long-term debt| 28. 63%| 31. 93%| 29. 22%| 15. 00%|Deffered Income Taxes| 0. 1 1%| 0. 57%| 0. 00%| 3. 89%| Other Non-Current Liabilities| 3. 33%| 4. 45%| 6. 09%| 2. 22%| Minority Interest| 0. 00%| 0. 00%| 0. 00%| 0. 00%| Total Non-Current Liabilities| 32. 08%| 36. 94%| 35. 31%| 21. 11%| Total Liabilities| 54. 38%| 59. 64%| 55. 94%| 41. 67%| | | | | | Shareholder's Equity| 0. 00%| 0. 00%| 0. 00%| 0. 00%| Preferred Stock Equity| 0. 00%| 0. 00%| 0. 00%| 0. 00%| Common Stock Equity| 45. 62%| 40. 36%| 43. 91%| 58. 33%| Total equity| 45. 62%| 40. 36%| 43. 91%| 58. 33%| | | | | | Total liabilities and Stock Equity| 100. 00%| 100. 00%| 100. 00%| 100. 00%| DCM MOLDING| | | | |Annual Income Statements (Value in Millions)| | | | | 2004| 2003| 2002| 2001| Sales| 100. 00%| 100. 00%| 100. 00%| 100. 00%| Cost of Sales| 66. 83%| 64. 85%| 64. 76%| 62. 96%| Gross Operating profit| 33. 17%| 35. 15%| 35. 24%| 37. 04%| Selling, General & Admin. Expenses| 17. 23%| 18. 65%| 19. 60%| 22. 22%| EBITDA| 15. 94%| 16. 49%| 15. 64%| 14. 81%| Depreciation & Amortization| 4. 61%| 4. 40%| 4. 32%| 4. 86%| EBIT| 11. 33%| 12. 09%| 11. 32%| 9. 95%| Other Income, Net| 0. 00%| 0. 00%| -0. 12%| -0. 23%| Total Income Avail for Interest Exp. | 11. 33%| 12. 09%| 11. 20%| 9. 72%| Interest Expense| 2. 43%| 2. 16%| 2. 0%| 1. 16%| Minority Interest| 0. 00%| 0. 00%| 0. 00%| 0. 00%| Pre-Tax Income| 8. 90%| 9. 93%| 9. 10%| 8. 56%| Income Taxes| 2. 99%| 3. 75%| 3. 73%| 3. 47%| Special Income/Charges| 0. 00%| 0. 00%| 0. 00%| 0. 00%| Net Income from Cont. Operations| 5. 91%| 6. 19%| 5. 37%| 5. 09%| Net Income from Discont. Opers. | 0. 00%| 0. 00%| 0. 35%| 0. 00%| Net Income from Total Operations| 5. 91%| 6. 19%| 5. 72%| 5. 09%| Normalized Income| 5. 91%| 6. 19%| 5. 37%| 5. 09%| Extraordinary Income| 0. 00%| 0. 00%| 0. 00%| 0. 00%| Income from Cum. Eff of Acct. Chg. | 0. 00%| 0. 00%| 0. 00%| 0. 00%| Income from Tax Loss Carryforward| 0. 0%| 0. 00%| 0. 00%| 0. 00%| Other Gains| 0. 00%| 0. 00%| 0. 00%| 0. 00%| Total Net Income| 5. 91%| 6. 19%| 5. 72%| 5. 09%| We can see that the cost of the s ales has been increasing for both the companies. But, the cost of goods sold for DCM is less that than of Plastichem. This indicates that DCM has been better at controlling their cost so they have a higher gross margin as compare to Plastichem. This reduction in the gross profit has lead to the reduction on the expenses occur due to selling the goods, but since DCM has a higher gross profit than Plastichem, they can also spend more in selling their goods.Plastichem also has more debt compare to DCM, due to which they have a higher interest expenses compare to DCM. A DuPont analysis helps us better understand the changes in return on equity (ROE). DuPont analysis tells us that three things affect ROE: operating efficiency, asset use efficiency, and financial leverage. Therefore we break up ROE into its components: ROE = Profit Margin (PM) * Total Asset Turnover (TAT) * Equity Multiplier (EM) | 2004| Return on Equity| Net Profit Margin| Total Asset Turnover| Equity Multiplier| | | | | | | Plastichem| 0. 00%| -24. 07%| 1. 12| 0. 00|DCM| | 17. 76%| 5. 91%| 1. 37| 2. 19| | 2003| | | | | | | | | | | Plastichem| 3. 53%| 0. 68%| 0. 85| 6. 08| DCM| | 18. 64%| 6. 19%| 1. 22| 2. 48| | 2002| | | | | | | | | | | Plastichem| 6. 38%| 1. 47%| 0. 74| 5. 86| DCM| | 17. 44%| 5. 72%| 1. 34| 2. 28| | 2001| | | | | | | | | | | Plastichem| 17. 30%| 5. 65%| 1. 30| 2. 36| DCM| | 10. 95%| 5. 32%| 1. 20| 1. 71| If we look at the figures we find that the reduction in ROE for Plastichem is mainly due to the drop in net profit margin. Plastichem increased their use of debt, which resulted in a higher EM, but poor PM ensured the fall of ROE.For DCM, on the other hand, we see that it has been fairly constant as well as ROE components. Some of the limitations regarding the various financial analyses above are: Many companies near the year or quarter end improve the appearance of their figures presenting them in the most attractive way possible. The miss misrepresentation of numbers makes the analysis more difficult. The analysis may also be unclear by inflation as general price levels for goods and services go up and subsequently purchasing power goes down, which makes comparison difficult over time.Many firms also use different accounting methods which make comparing of different companies difficult for instance there are two primary accounting methods used in USA, cash and accrual accounting. Cash accounting reports income and expenses are reported in the year they are received and paid; accrual accounting reports income and expenses in the year they are earned and incurred. Again making it very difficult to analyze different companies. Some additional data Jay and Jack need in order to improve their finding would be to look into the companies accounting practices and see if any off balance sheet items are present.From there they need to make sure the off balance sheet items are converted to in the balance sheet items to have an appropriate comparison. A statement of cash flows would also useful in analysis, as it would allow in determining the short-term viability of a company, particularly its ability to pay bills. A statement of cash of cash flows also allows us to view cash and cash equivalents coming in and out of company, giving better understanding as to where money is going and coming from.Also although looking at numbers may allow analysis to quickly spot differences in financials, I believe you must research companies in how they are run and if they are consistently making good business decisions. After collecting, compiling, and analyzing data we have come to conclusion that DCM Molding has shown a better financial condition on average in the past four years, and Plastichem has barely met the acceptable average or is below the average in the past four years. The Plastichem had a relatively high Debt-Equity Ratio, which indicated that was using many debts to finance its growth.The high Debt-Equity Ratio also indicated that Plastichem b ore more risk because the cost of debt (interest) making things difficult. The cost of the sales for both the companies have increased. But, the cost of goods sold for DCM is less that than Plastichem. This indicates that DCM has been better at controlling their cost so they have a higher gross margin as compare to Plastichem. This reduction in the gross profit has lead to the reduction on the expenses occur due to selling the goods, but since DCM has a higher gross profit than Plastichem they can also spend more in selling their goods.So in comparison we see that DCM Molding is doing far better with its figures showing much better results than Plastichem. Recommendation that Jack would be justified in making in his report to Andrew would be Plastichem needs to increase profit margin after looking at the figures we find that the decrease in return on equity for Plastichem is mostly due to the drop in net profit margin. Plastichem increased their use of debt that resulted in a higher equity multiplier, but poor profit margin ensured the fall of return on equity.Plastichem had a relatively high Debt-Equity Ratio, which indicated that Plastichem was using many debts to finance its growth. It should be treated as a serious problem being that Plastichem’s main rival is rated as a strong buy while their stock is rated as a hold. The strong drop in price will create fear for potential and current shareholders. If that fear continues, Plastichem’s shareholders might sell their stock at a decreasing rate, causing more issues for the company.The CFO should do a comparison between Plastichem and DCM’s numbers, and find the strengths and weaknesses amongst his company, in particular within its management teams. He should also begin finding ways to pay off Plastichem’s debt as well as not accumulating anymore, being that Plastichem is already seen as risky. The CFO should also find a tighter way to control the company’s costs. The analyst s are very accurate in their recommendations to the two firms. DCM Molding figures showed far better results and stock should rise; While Plastichem might consider selling stocks, if financial performance continues to worsen.

Black History Month - African American Patent Holders - A