Ocean Hunter Case Study - 1733 Words

Introduction Ocean Hunter is a dedicated Freediving and Spearfishing company that is one of the leading companies within the Freediving and Spearfishing industry in New Zealand. Ocean Hunter was established in June 2007 and is a family business. The Managing Director/instructor/owner (Mike Smith) founded the company based on Mike s passion and strong passion revolving around the ocean. Mike quickly realised there was more to the options available than what the industry had to offer in New Zealand. Greater education and a willingness to share knowledge and techniques were the missing links in the industry, Mike took advantage of this and Ocean Hunter Ltd was founded. Ocean Hunter is the largest online dealer of Freediving and Spearfishing†¦show more content†¦Blue Ocean assessment Ocean Hunter has a very blue oceans approach compared to others in the industry. They were one of the first to embrace the technological advancements and the first to utilise this to their benefit by bringing a unique niche market to the World Wide Web. Ocean Hunter has a state of the art website that follows a simple layout that is extremely informative on products. The option for a live chat with a representative at the store is handy to clear up any confusion regarding products. Positioned in Auckland’s CBD enables walk-in sales as well as online sales. The majority of Ocean Hunters sales are from online with free shipping included and a points redeeming system which enables discounts off next purchases to attract customers to complete transactions (every $100 spent you get $5 off your next purchase). Ocean Hunters business model is considerably different to their main rival Wettie. Wettie is considerably cheaper than Ocean Hunter, Wettie creates their own wetsuits in Indonesia with cheap labour and has a reputation for poor quality products that don’t last as long as Ocean Hunters high-quality products that are sourced from around the world (as well as Ocean Hunters own wetsuits Moray). Ocean Hunter does offer them in-house brand Moray which is a cost-effective wetsuit mainly built in the commercial sector,Show MoreRelatedTrophy Hunting : An Expensive Sport1231 Words   |  5 PagesEvery year, trophy hunters kill tens of thousands of animals, some of them threatened or endangered, exclusively for the thrill of bringing home a trophy . In order to acquire trophies, trophy hunters tend to work with outfitters that arrange equipment, supplies, and often trained guides. This section will further elaborate on the business of trophy hunting. 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Mkt/421 †Marketing - Marketing Plan - 6792 Words

Marketing Plan Erik Wohler, Adnan Otovic, and Joshua Adamson MKT/421 – Marketing March 28, 2013 R. Scott Bluemel Marketing Plan: Phase I Overview of the Organization The entertainment industry is a vastly changing business, although the ideology has stayed the same throughout history. Since the earliest documented cases started appearing, stories and music were used to overcome and surpass dark times in cultures throughout the world. In more recent historical examples, during the great depression, the largest break through for the entertainment industry began to show by way of movies, musicals, radio and early television. Movies really began to dawn as a way to escape the realities of everyday life and live vicariously in a world†¦show more content†¦Description of New Product or Service The service that we are going to be bringing to the Regal Entertainment Group family is a brand new movie viewing experience. 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Case Study of Pepper & Gore (2015) Samples for Students-Myassignment

Question: Discuss the Case Study of Pepper Gore (2015). Answer: Introduction The company is an artificial person thus its owners, and managerial authorities are different. Shareholders are owners, but operational activities and business decisions are managed by managers and directors (Hitz Mller-Bloch, 2015). Due to this aspect, it has to be ensured that managers are paid fairly so that interest of shareholders is not affected. The present study is focused on the description of factors to be considered for determination of executive compensation. For this aspect, the theoretical framework provided by various research scholars will be considered. Collected information will be applied for evaluation of given case of Commonwealth Bank of Australia regarding remuneration policy of Ian Narev for the financial year 2015. Determinants of executive compensation Business performance In the study of Pepper Gore (2015), it is clarified that bonus should be awarded to executives only if they are capable of accomplishing goals and objectives of business. In the case where the bonus was granted despite worst performance than their conflict in the interest of shareholders and top management. In research of Martin and et.al. (2013), this aspect was considered in bonus and salaries of executives of various top companies. By considering this fact, business performance plays a significant role in the determination of compensation of executives. In a situation where business is growing and developing, it is only because of viable decisions and effective strategic plans of top management thus they must be paid off for their hard work. Size In accordance with the viewpoint of Cremers Grinstein (2014) in perfectly competitive conditions of the managerial labour market, the executives earn on the basis of a marginal revenue product. However, at a minimum, he must earn that he could earn in their next-best employment opportunity. In research of the marginal revenue, product has been stated as incremental profit that they earn for the company with their management skills and capabilities. Further, the size of business, market conditions, their qualifications also needed to be considered in their compensation. In the case of large firms, a minor increase in profits per unit sold will results in a huge hike in profitability due to a sheer number of units sold. Consequently, in large firms compensation of executives, is higher in comparison to small firms. As per the study of Peters, Wagner (2014), the structural complexity of large firms also indicates for higher compensation for the executives. Political and regulatory factors Remuneration policy of executives must be designed in accordance with the legislative norms developed by current political parties and regulatory norms. As per the study of Gomez-Mejia and et. al. (2014), non-compliance of these norms can lead to severe penalty and non-qualification of directors. This approach has been developed due to the concept of duality. Bennett and et. al. (2017) had stated that duality escalates the power of the single individual, and reduces the ability of the board and restricts its decision-making power. As a consequence, there must be standard guidelines for a compensation policy of executives which is mandatory to be followed by corporate entities. Ownership factors Study of Chan (2008) shows that higher the stake of the executive in a business entity will result in an increase in incentive for effective management of business resources in order to obtain profitable opportunities. It is because; executives have to bear direct consequences of their decisions. Nevertheless, by considering the overall aspects of human endeavour, it can be said that there are huge differences in managerial skill over broad ranges of both type and quality. Further, these managerial traits are predictable to fluctuate on the cross-sectional basis as a consequence of a number of firms, industry, and manager-specific factors. In accordance with the viewpoint of Lin and Lu (2009), there is a negative association of executive ownership and their compensation. Thus, at the point of higher ownership concentration level controlling shareholders will shorten managerial power and in contrary to this in a low level of ownership concentration, there will be an increase in CEO co mpensation by associating it firms performance. Theoretical explanation for the increase in executive compensation Marginal productive theory As per the study of Peng and et. al. (2015), this theory is concerned with the determination of pay level of executives of corporate entities. In accordance with this theory, compensation paid to executive must in proportion to the profits and productive output of the company. Thus, growth in these factors should be considered as a significant parameter for an increase in the compensation of executives. According to the viewpoint of executive pay, package reflects the net profit of the firm. Agency theory Frydman Jenter (2010) stated that this theory is a theoretical extension of managerialism. According to this theory, owners of the firms are principals and executives are agents. Thus, agents should work in benefit of owners instead of their own interest. This theory states that agency cost for the owners of the firm is the difference the profit that could be earned by owners and profits earned under the stewardship of the agents. Thus, improvement in overall value and performance should be the base for an increase in compensation of the executives. Human capital theory As per this theory, individual characteristics of individuals must be considered for the prediction of their pay levels. Study of Bettis et. al. 2010 (2010) shows that amount of human capital attained by executives shows their value to firm on the basis of that prediction can be made that how much should it pay for their services. Thus increasing the value of human capital should be the base of increase in compensation of executives. Association between compensation and performance of business entity Various scholar agree with the direct connection between executive compensation and performance of business entity. Study of Franken (2010) shows that these two aspects are directly connected in the commercial era as executives will be motivated to work in the interest of the company as their pay is directly connected to the performance of the business and it will fluctuate accordingly. Performance criteria have been introduced for determination of compensation of executives to ensure that they will provide priority of interest of the company instead of their interest. According to research of Bettis et. al. (2010), this assoication develops executives with proven track records of constructing shareholder value with their management capabilities and skills. These individuals demand and receive outsized compensation levels in comparison to others doing the similar job as they have better potential to impact a future profitability and value of the firm. Discussion and Analysis Ethical issues associated with the compensation package of Ian By considering annual report of the company, it can be noticed that there are various issues associated with the compensation package of Ian. Primarily compensation provided to Ian Narev is excessive in comparison to the provision of services by applying the model of a deontological model (Annual report of Common Wealth Bank, 2015). It is because Ian Narev is a director since 2011 and only for the duration of five years there is a significant increase in pay. Moreover, annual increment in comparison to 2014 is high by considering growth and annual performance of the bank. It is because; there is consistency in share price which shows there is not a significant increase in stockholder value. This fact raises issues that on what basis Ian Narev is provided with the bonus and reward rights of worth 248,068 and increment of AUD75000. Another issue with a compensation package of Ian Narev is that he is receiving a significantly higher amount in comparison to other directors. He is managin g director so it is justified that he must attain higher pay but twice of other directors is the viable amount. Benefits and drawback of considering social performance criteria in compensation package of Ian It has been argued by various research scholars that viable combination of short and long-term incentives structure around social performance will provide various benefits to the company. As per the study of Gopalan and et. al. (2014), top managers are primarily responsible for resource allocation regarding social initiatives. As a consequence, if Ian Narev will be rewarded on the basis of then he will be motivated to promote a consistent social strategy for the company. This will increase the firm value and company will received market-based incentives. In addition to this, the company will be able to develop goodwill and strengthen their brand image to attain competitive advantages. The major drawback of considering social performance criteria in compensation package of Ian is a contradiction of interest of stakeholders as they will not be in favour of this fact. Drawback of considering social performance criteria in compensation package drawback of considering social performance c riteria in compensation package. It is because; all stakeholders are assumed to be have favourable responsible way and for the same they must be treated in a similar way. However, this is not viable in all cases as some constituencies may have general preference for social initiative but presumption cannot be made that social friendly policies will not contradict interest of shareholders. For example, employees and their families would not agree for environmental policies if it will put their employment at risk. As a consequence, rewarding actions that can benefit Ian can cause discontent among other stakeholders. Henceforth, it will be a partial policy which will not be justified in employment practices. Study of Pepper Gore (2017) shows that recognising and supporting social efforts through monetary pay will undermine the built in incentive which can have unintended consequences for business. Critical analysis of compensation package of Ian in solving agency conflicts With reference to accounting theory, compensation package of Ian is not solving agency conflicts it is because the package is not justified and it is needed to be modified. Accounting theory suggests that compensation package of executives should be increased if there is (1) reduced tax payments, (2) complimentary regulations, (3) reduction in political costs, (4) reduced in production costs, and (5) increase in reported earnings considered for evaluation of incentive bonus plans but none of these occurs in annual report of company. In accordance with the data of last financial year it can be noticed that total pay of Ian Nare (Commonwealth Bank chief) was $12.3 million, after he get ownership of multimillion-dollar share bonuses for the performance of bank in previous years. CBA's annual report shows that the total remuneration for Mr Narev has been enhanced by 50 per cent, from $8 million a year earlier. Reason of this hike is long term association. There were no changes in fixed r emuneration and there was slight reduction in the cash component of his short-term bonus. Nonetheless, the total value of his pay packet had a significant boost from share awards of worth $6.6 million. Long-term incentives of CBA have been linked to shareholder returns and customer satisfaction in ratio of 75.25 However, this proportion proposed to be changed in 50:50 near future. Further, management compensation plans encourage managers for the inflation of earnings, but the size of firm encourages managers for the deflation of earnings (Hitz Mller-Bloch, 2015). In the present case, sales have been improved, but there are not significant changes in shareholder value which is not justified as per accounting theories given on compensation of executives. It shows the need of change in compensation policies to motivate executives to showcase their skills and capabilities for the betterment of the business. conclusions In accordance with the present study, it can be concluded that there should fair remuneration system for company executives in order prevent conflicts of interest between shareholders and top management. For effective payment system, business performance, size as well as duality should be considered so that executives can be motivated to work for the betterment of the company. By considering the situation of given case study; compensation package of Ian Narev is not justified which is required to be modified to prevent company conflicts due to agency theory. References Books and Journals Bennett, B., Bettis, J. C., Gopalan, R., Milbourn, T. (2017). Compensation goals and firm performance. Journal of Financial Economics. Bettis et.al. (2010). Stock and performance grants with performance-based vesting provisions. Review of financial studies. 23. 3849-932 Cremers, K. M., Grinstein, Y. (2014). Does the market for CEO talent explain controversial CEO pay practices?. Review of Finance, 18(3), 921-960. Gomez-Mejia, L. R., Berrone, P., Franco-Santos, M. (2014). Compensation and organisational performance: Theory, research, and practice. Routledge. Gopalan, R., Milbourn, T., Song, F., Thakor, A. V. (2014). Duration of executive compensation. The Journal of Finance, 69(6), 2777-2817. Hitz, J. M., Mller-Bloch, S. (2015). Market reactions to the regulation of executive compensation. European Accounting Review, 24(4), 659-684. Martin, G. P., Gomez-Mejia, L. R., Wiseman, R. M. (2013). Executive stock options as mixed gambles: Revisiting the behavioural agency model. Academy of Management Journal, 56(2), 451-472. Peng, M. W., Sun, S. L., Markczy, L. (2015). Human capital and CEO compensation during institutional transitions. Journal of Management Studies, 52(1), 117-147. Pepper, A., Gore, J. (2015). Behavioural agency theory: New foundations for theorising about executive compensation. Journal of management, 41(4), 1045-1068. Peters, F. S., Wagner, A. F. (2014). The executive turnover risk premium. The Journal of Finance, 69(4), 1529-1563. Chan, M. (2008). Executive Compensation. Business and Society Review, 1. Lin, B. X., Lu, R. (2009). Managerial Power, Compensation Gap and Firm Performance: Evidence from Chinese Public Listed companies. Global Finance Journal, 20(2), 153164. Online Annual report of Common Wealth Bank. 2015. [Pdf]. Available through https://www.commbank.com.au/content/dam/commbank/about-us/shareholders/pdfs/annual-reports/cba-annual-report-30%20June-2015.pdf. [Accessed on 26th April 2017]. Franken, M. R., (2010). The determinants of executive compensation. Available through https://arno.uvt.nl/show.cgi?fid=107308. [Accessed on 26th April 2017]. Frydman, C. Jenter, D., (2010). CEO Compensation. [Pdf]. Available through https://web.mit.edu/frydman/www/COMP%20SURVEY%2008-02-10.pdf. [Accessed on 26th April 2017].

THESIS The United States Didnt Want To Get Involved In The Spanish-

THESIS : " The United States didn't want to get involved in the Spanish-American War, but was dragged into it due to yellow journalism, they wanted to control the seas, and wanted complete control over Cuba." The Spanish-American War - "The Splendid Little War" Pia DeAngelis Mr. Fishman Period 7 For 113 days during the summer of 1898, the United States was at war with Spain. Neither the president of the United States, nor his cabinet, nor the the queen of Spain, nor her ministers wanted the war wanted the war. It happened eventhough they made their best efforts to prevent it. It happened because of ambition, miscalculation, and stupidity; and it happened because of kindness, wit, and resourcefulness. It also happened because some were indifferent to the suffering of the world's wretched and others were not (O'Toole 17). By winning the war the United States proved the the rest of the world and to itself that it could and would fight against foreign nations. For many years, world power had been concentrated in the countries in Europe. Nations such as Great Britain, France, Germany, and Spain had the most influence in global affairs. But a shift in power was gradually taking place as the United States matured. The young nation gained wealth and strength. Its population grew immensely, and many people believed it would become a major world power (Bachrach, 11) Spain was one of the many European countries that had territory in the United States. Spain controlled mostly some islands off the coast of Central America. The most important of these were Cuba and Puerto Rico. The United States was led to believe that the Spanish mosgoverned and abused the people of these islands. In fact, Spain did overtax and mistreat the Cubans, who rebelled in 1868 and again in 1895. Thus, the American people felt sympathetic toward the Cuban independence movement. In addition, Spain had frequently interfered with trade between its colonies and the United States. Even though the United States had been a trading partner with Cuba since the seventeenth century, Spain sometimes tried to completely stop their trade with Cuba. In Spain doing so, this sometimes caused damage to U.S. commercial interests. The United States highly disagreed with Spain's right to interfere with this trade relationship. (Bachrach, 12) The United States was also concerned that other trading and commercial interests were threatened by the number of ships and soldiers Spain kept in the area. If the United States had to fight a war with Canada or Mexico, these Spanish forces could quickly mobilize against the United States. U.S. officials especially wanted Spanish troops out of Cuba because it lies only ninety miles of the coast of Florida. Over the years, then, the United States built up a great deal of resentment toward Spain, although it was unable to oppose such a powerful nation. At the same time, Spain's power was gradually weakening. Its economy had declined, and its military ships and weaponary were antiquated and in disrepair. Rapid political change toward the end of the noneteenth century further weakening Spain's power. Because political parties were attempting to overthrow its monarchy, the Spanish government was forced to devote many of its soldiers to defending the monarchy. As a result, there were fewer resources available for defending its distant colonies around the world. The stage was set for the United States to take stand against Spain. The United States didn't want to get involved in the Spanish-American War, but was dragged into it due to yellow journalism, they wanted to control the seas, and wanted complete control over Cuba (Bachrach, 13). The American press played a major role in leading the United States into a war against Spain in 1898. The press aroused a nationalist sentiment to such a fever pitch that President McKinley came to believe that if he did not fight the Spanish, he and his political party would suffer. This uproar was stimulated by two giants of the American press world. During the entire course of the Cuban rebellion, from 1895 to 1898, two rival newspapers foight their own war in the United States to gain supremacy in the American newspaper market. Both were published in New York City, and both had enormous national circulation and influence. These newspapers used the events in Cuba as a backdrop of their own journalistic rivalry. By reporting events in Cuba in a biased, inaccurate, and inflammatory way, these newspapers led the American public to demand that the quarrel with Spain