sales performance; a positive linear and a U-shaped relationship. The analysis of data on 821 Korean SMEs from information and technology, and electricity and electronics industries in 2013 shows an U-shaped relationship between relative standardiza
sales, followed by 26.7% for petrochemicals, 4.1% for lubricants and 1.2% for the E&P business. In the case of operating profit portfolio, the petroleum account for 41% and petrochemicals part is 34% of total. And then, lubricants and E&P take 25% of total.
2. The performance of SK energy
To evaluate the performance of SK energy, we analyzed the activity they have done with sales reven
performance via price. The premium market consisting of Mercedes Benz, Rolls Royce, and Ferrari, required high performance, outstanding service, and foremost, a strong brand name. Hence, Toyota motors used a new brand name ‘Lexus’ for their new product (LS400). The LS400 greatly succeed, recording amazing sales of 60,000 and led to Toyota motors including a 20% premium price to their future c
from affiliate 159 48 1 1 2
gross profit 2 161 219 93 53
As you can see above, loss from affiliate in 2009 increased a lot compare to 2008. It means that there is insufficient information to evaluate operating performance just by income statements. Thus investigation of cash flow statements is needed. Further analysis regarding cash flow statement will be dealt in problem D.
sales drive in 1997? If you had a chance to advise Richard, what actions would you suggest Richard focus on to improve performance at CRU (give a concrete plan listing the resulting benefits)? What are key performance measures that he should focus on?
5.Exhibit 2 contains the pricing scheme used by CRU. Richard has to decide on how the sales effort is to be assigned among the various market
performance, there are three milestones
that I want to recognize:
First, our 2009 comparable sales increase marked the sixth
consecutive year of positive sales in every geographic segment
of our business.
Second, our increasingly relevant menu options, combined with
clear competitive advantages in convenience and value, enabled
us to serve 60 million customers per day last year. This is up