s 2002 An Industry U
国际贸易 经济 外文翻译 外文文献 英文文献 美国纺织品和服装产业的贸易自由化和战略调整模式
Trade liberalization and patterns of strategicadjustment in the US textiles and clothing industryBelay SeyoumU.S.A.International Business Review，Issue 16 ,2007Belay SeyoumNova Southeastern University, 3301 College Avenue, Ft. Lauderdale, FL 33314, USA Received 2 December 2005; received in revised form 17 April 2006, 11 October 2006, 23 November 2006; accepted13 December 2006The overall environment facing the US TC industry will be one of rapidly changing market conditions and technological innovation. With the phase out of quotas and growing number of trade agreements, the US TC industry is being exposed to intense competition in export and domestic markets. This is likely to lead domestic industries/labor to demand intervention by national governments to mitigate the adverse impact of trade liberalization (Standbury & Vertinksy, 2004).In spite of the substantial job losses, the US TC industry remains technologically advanced partly due to increased productivity resulting from advances in technology and design capabilities. Textile production is capital intensive and modern technology is essential to meet the increasing for high-quality products. Over the last few years, US textiles and apparel firms have substantially increased their investment to maintain modern manufacturing facilities as well as improve production and marketing capabilities in order to maximize their inherent advantages to market proximity. In apparel, low skill production jobs have moved to low-cost locations offshore while the more skilled ones have been retained. To successfully adapt to the new environment, US TC industries need to capitalize on their sources of competitive advantage. They need to develop a more flexible operational arrangement, meet high standards in product innovation and generally develop a more change-seeking business culture (Kilduff, 2005).An important survival tool for US TC firms is to expand their potential market by offering new product designs and product categories. Manufacturers must try to bring a steady stream of products to market that are in line with the taste, preferences of theconsumer. They can also expand their market potential by offering new product categories. Two of the fastest growing apparel segments in the US, for example, have been the women’s plus and men’s big and tall segments (Driscoll, 2004). Plus-size apparel marketing was estimated at $47 billion in 2005 accounting for 20% of total apparel market. It is important to identify the firm’s target customers and assess whether the firm is successfully addressing their needs.US TC firms should target a narrow segment of the market that provides the best opportunity for success. In textiles, the focus should be on a few specialized segments such as carpets, nonwovens and technical textiles. Similarly, apparel producers should increase their focus on core products, reduce vertical integration to shed overhead costs, and establish alliances with other firms to consolidate resources and increase market share.Finally, in view of rising incomes and high growth rates in many developing countries such as China, Brazil, and India, there are potential export market opportunities for US textile and apparel products. US export interests may be served by seeking improved access to the retail distribution systems of developing countries. US textile firms should also be able to use Mexico to export to the European Union and other countries, taking advantage of the Mexico-EU trade agreement. Since the conclusion of NAFTA, a number of Asian and European firms have produced certain products in Mexico in order to export to the US market.This paper suggests a demand pull model as a basis for developing a network structure in the clothing industry. In a demand pull model, consumer demand is the driver of sales unlike the supply push model whereby the manufacturer pushes goods to the retailer regardless of consumer demand.Retail companies have become powerful due to their sufficient capital and marketing expertise to build loyalty among consumers. They are the lead firm in view of their central role in the organizational network. The lead clothing retailer integrates industrial capabilities such as sourcing of textiles, design, product branding and its relations with consumers enables it to keep abreast of fashion consumption trends.The lead firm conveys its requirements to these changing trends (changes in style, material requirements) to its suppliers or subcontractors (Table 7). It also provides assistance with the purchasing of capital equipment and technology necessary to produce apparel in accordance with market demand. The fragmented webs of suppliers and subcontractors are bound together through information technology, online data sharing, joint product development, and collaborative forecasting, planning and replenishment activities. Retailers will hold less inventory as shipments become smaller and more frequent since point of sale data is directly transmitted to the manufacturer/supplier who will produce and ship garments as it is needed. This model shows the role of the retailer as an intermediary integrating the functions of design, textile sourcing, branding and as facilitator of apparel production through a web of suppliers/subcontractors. Such restructuring through technological improvements and information technology is one means of succeeding in an increasingly competitive environment. The horizontally structured, mass production methods no longer ensure future competitiveness.The lion’s share of the benefits from quota elimination is expec ted to accrue to China. Its low labor cost, high productivity, range and flexibility of services as well as efficient supplier networks will make China the supplier of choice. About 87% of apparelexecutives that participated in a cotton sourcing summit in Miami in February 2004, agreed that China will soon account for 50–90% of all apparel sold in the US market (National Labor Committee, 2004). This means rationalization of production and a massive consolidation of vendors. Other winners are likely to include India and Pakistan in narrow segments of the TC industry. The elimination of quotas is also likely to lead to lower prices for consumers in view of the absence of quota costs which is often a significant part of the cost of TC sold in the US market. Well-known brands may still hold market value since they are not subject to retail price deflation. It is important for TC firms to evaluate their internal capabilities such as sourcing, manufacturing, logistics, transportation etc. in order to develop an action plan for the post-quota world.Exporters from Latin America, Africa and the Caribbean are likely to lose market share to China since they largely compete on price (not quality) and lack the capability to produce high value added products. Even with the introduction of safeguards on a range of products that are of export interest to these countries, their US market share has declined since the phase out of quotas. With the complete removal of quotas in 2008, it is difficult for these countries to compete on price. Since the US government lifted quotas in 2002 on 29 categories, for example, China’s market share (in these categories) jumped from just 9% (2002) to 65% (2003) while prices paid by US retailers (for apparel from China) dropped by 48% (National Labor Committee, 2004). In cotton dressing gowns (quotas removed) China’s share in 2003 jumped from 25% to 39% while that of Caribbean countries fell from 13% to a mere 3%. In the first 12 months after the phase out of quotas, China’s market share in apparel rose by 59% in value while that of many Central and South American countries showed a sharp decline.What are the implications for TC firms in countries that are vulnerable to competition from China? First, they should capitalize on their proximity to the US market. Their ability to offer lower transport cost, lower lead times as well as duty free entry to the US market may attract the fashion-oriented segment of the US industry. This will depend on access to good local transport infrastructure to get goods to market as well as advanced telecommunications systems to link suppliers and customers. Local firms and governments need to collaborate in creating a climate which is conducive to business and to develop infrastructure to attract and retain TC industries that are so vital in generating exports and employment.Secondly, low wages do not necessarily provide a comparative advantage with respect to China. Firms should develop new capabilities in areas in which China does not have a comparative advantage (yarn, and silk non-apparel). This requires, inter alia, investment in modern production methods and development of competitive sources of local raw materials. Even in product areas in which China is expanding its exports, developing country suppliers that enhance their skills, technology, supply chains and marketing capabilities (through joint ventures, licensing arrangements) faster than China can still maintain their shares to the US market.Thirdly, an important strategic consideration that limits the competitive impact of China is the need on the part of multinationals to diversify their risk portfolios. US manufacturers and retailers are likely to adopt a diversified risk adjusted sourcing strategy that balances cost, speed to market as well as political and economic stability. They may not be prepared to rely on China for critical inputs beyond a certain threshold of risk. Furthermore, Mexico, Central America and the Caribbean could be attractive options for US companies in some fashion sensitive segments of the industry where quick response or fast turnaround is important.Finally, existing US rules of origin requirements to qualify for free access to the US market have had unintended consequences. One of the requirements is that they have to use US yarn and fabric. This has had the effect of making their exports less competitive. The US may have to modify its rules of origin to allow developing countries to import from Asia or other competitive sources without losing their preferential status.美国纺织品和服装产业的贸易自由化和战略调整模式贝蕾·塞尤姆美国国际商务评论，第16期,2007年贝蕾·塞尤姆诺娃东南大学，学院大道3301，劳德代尔堡，佛罗里达33314，美国2005年12月2日收到稿件；分别于2006年4月17日、2006年10月11日和2006年11月23日收到修改稿件；2006年12月13日正式录用美国纺织品和服装行业面临的是一个市场条件快速变化、科技不断创新的环境。
2002年完形填空英语一
2002年完形填空英语一(1) In the United States, the period from 1865 to 1914 is often called the "Age of the Robber Barons." This term refers to the __1__ businessmen who gained __2__ power and wealth during this time. They were called "robber barons" because they were accused of __3__ their workers and __4__ the public. However, others argue that they were __5__ entrepreneurs who played a __6__ role in the economic development of the country.(2) The __7__ of the robber barons can be seen in the industries they dominated. __8__ steel, oil, and railroads were controlled by a small group of powerful individuals. For example, Andrew Carnegie, the __9__ of the steel industry, built a vast __10__ empire. John D. Rockefeller, the __11__ of the oil industry, controlled about 90% of the country's oil __12__. These individuals amassed enormous__13__ and became some of the richest people in history.(3) However, their methods were often __14__. Manyrobber barons used __15__ practices to eliminate competition and __16__ their own profits. They formed__17__ trusts and monopolies, which allowed them to __18__ prices and control the market. This led to __19__ pricesfor consumers and limited __20__ for smaller businesses.(4) Despite the criticisms, the robber barons __21__ significant contributions to society. They invested __22__ in infrastructure projects, such as building railroads and __23__ systems. They also donated large __24__ of money to __25__ causes, such as education and __26__ institutions. In addition, their businesses __27__ millions of jobs and __28__ economic growth.(5) In conclusion, the robber barons of the late 19th and early 20th centuries were __29__ figures in American history. While they were accused of __30__ practices, they also played a __31__ role in shaping the modern economy. It is important to __32__ both their positive contributions and the __33__ effects of their actions.请注意，以上是对2002年完形填空英语一的简要描述，实际的题目可能会有所不同。
本科毕业论文中英文翻译--Wireless-Communications无线通信【范本模板】
Wireless Communications＊byJoshua S。
Gans，Stephen P。
King and Julian Wright1. IntroductionIn 1895, Guglielmo Marconi opened the way for modern wireless communications by transmitting the three—dot Morse code for the letter ‘S’ over a distance of th ree kilometers using electromagnetic waves。
From this beginning，wireless communications has developed into a key element of modern society. From satellite transmission, radio and television broadcasting to the now ubiquitous mobile telephone，wireless communications has revolutionized the way societies function.This chapter surveys the economics literature on wireless communications。
Wireless communications and the economic goods and services that utilise it have some special characteristics that have motivated specialised studies。
First, wireless communications relies on a scarce resource –namely，radio spectrum –the property rights for which were traditionally vested with the state. In order to foster the development of wireless communications (including telephony and broadcasting）those assets were privatised。
2002考研英语真题
2002年全国硕士研究生入学统一考试英语试题Section I Use of EnglishDirections:Read the following text. Choose the best word(s) for each numbered blank and mark A, B, C or Don ANSWER SHEET 1. (10 points).Comparisons were drawn between the development of television in the 20th century and the diffusion of printing in the 15th and 16th centuries. Yet much had happened 1 . As was discussed before, it was not 2 the 19th century that the newspaper became the dominant pre-electronic 3 , following in the wake of the pamphlet and the book and in the 4 of the periodical. It was during the same time that the communications revolution 5 up, beginning with transport, the railway, and leading 6 through the telegraph, the telephone, radio, and motion pictures 7 the 20th-century world of the motor car and the air plane. Not everyone sees that process in 8 . It is important to do so.It is generally recognized, 9 , that the introduction of the computer in the early 20th century, 10 by the invention of the integrated circuit during the 1960s, radically changed the process, 11 its impact on the media was not immediately 12 . As time went by, computers became smaller and more powerful, and they became "personal" too, as well as 13 , with display becoming sharper and storage 14 increasing. They were thought of, like people, 15 generations, with the distance b e tween generat10ns much 16It was within the computer age that the term "information society" began to be widely used to describe the 17 within which we now live. The communications revolution has 18 both work and leisure and how we think and feel both about place and time, but there have been 19 views about its economic, political, social and cultural implications. "Benefits" have been weighed 20 "harmful" outcomes. And generalizations have proved difficult.。
学习802.3协议及其标准
学习802.3协议及其标准⼀、定义⾸先百度802.3的定义：IEEE 802.3 通常指。
⼀种。
描述和的MAC⼦层的实现⽅法，在多种上以多种速率采⽤/CD访问⽅式，对于快速以太⽹该标准说明的实现⽅法有所扩展。
https:///item/IEEE%20802.3/3684685?fromtitle=IEEE802.3%E6%A0%87%E5%87%86&fromid=6813217IEEE 802.3简介IEEE 802.3 is a working group and a collection of IEEE standards produced by the working group defining the physical layer and data link layer's media access control (MAC) of wired Ethernet. This is generally a local area network technology with some wide area network applications. Physical connections are made between nodes and/or infrastructure devices (hubs, switches, routers) by various types of copper or fiber cable. 802.3 is a technology that supports the IEEE 802.1 network architecture. 802.3 also defines LAN access method using CSMA/CD.IEEE 802.3是⼀个⼯作组，也表⽰此⼯作组制定的⼀系列IEEE标准，这些标准都是物理层和数据链路层的有线以太⽹标准（802.11是WiFi）。
营运管理外文文献+中文
An Analysis of Working Capital Management Results Across IndustriesGreg Filbeck。
Schweser Study ProgramThomas M. Krueger. University of Wisconsin-La Crosse AbstractFirms are able to reduce financing costs and/or increase the funds available for expansion by minimizing the amount of funds tied up in current assets。
We provide insights into the performance of surveyed firms across key components of working capital management by using the CFO magazine’s annual Working Capital Management Survey。
We discover that significant differences exist between industries in working capital measures across time。
In addition。
we discover that these measures for working capital change significantly within industries across time。
IntroductionThe importance of efficient working capital management is indisputable. Working capital is the difference between resources in cash or readily convertible into cash (Current Assets) and organizational commitments for which cash will soon be required （Current Liabilities）. The objective of working capital management is to maintain the optimum balance of each of the working capital components。
作业答案6-10
Chapter 6a. $490,000 ($250,000 + $975,000 – $735,000)b. 40% ($490,000 ÷ $1,225,000)c. No. If operating expenses are less than gross profit, there will be a net income. On the other hand, if operatingexpenses exceed gross profit, there will be a net loss.Ex. 6–2$15,710 million ($20,946 million – $5,236 million)Ex. 6–3a. Purchases discounts, purchases returns and allowancesb. Transportation inc. Merchandise available for saled. Merchandise inventory (ending)Ex. 6–5Net sales: $3,010,000 ($3,570,000 – $320,000 – $240,000)Gross profit: $868,000 ($3,010,000 – $2,142,000)Ex. 6–6THE MERIDEN COMPANYIncome StatementFor the Year Ended June 30, 2006 Revenues:Net sales ...................................................................... $5,400,000 Rent revenue ............................................................... 30,000 Total revenues ......................................................... $5,430,000 Expenses:Cost of merchandise sold .......................................... $3,240,000Selling expenses ......................................................... 480,000Administrative expenses ............................................ 300,000Interest expense .......................................................... 47,500Total expenses ......................................................... 4,067,500 Net income .......................................................................... $1,362,500 Ex. 6–8a. $25,000 e. $40,000b. $210,000 f. $520,000c. $477,000 g. $757,500d. $192,000 h. $690,000Ex. 6–9a. Cash .............................................................................. 6,900Sales ........................................................................ 6,900 Cost of Merchandise Sold ........................................... 4,830 Merchandise Inventory ........................................... 4,830 b. Accounts Receivable ................................................... 7,500Sales ........................................................................ 7,500Cost of Merchandise Sold ........................................... 5,625Merchandise Inventory ........................................... 5,625c. Cash .............................................................................. 10,200Sales ........................................................................ 10,200Cost of Merchandise Sold ........................................... 6,630Merchandise Inventory ........................................... 6,630d. Accounts Receivable—American Express ................ 7,200Sales ........................................................................ 7,200Cost of Merchandise Sold ........................................... 5,040Merchandise Inventory ........................................... 5,040e. Credit Card Expense (675)Cash (675)f. Cash .............................................................................. 6,875Credit Card Expense (325)Accounts Receivable—American Express ........... 7,200Ex. 6–10It was acceptable to debit Sales for the $235,750. However, using Sales Returns and Allowances assists management in monitoring the amount of returns so that quick action can be taken if returns become excessive. Accounts Receivable should also have been credited for $235,750. In addition, Cost of Merchandise Sold should only have been credited for the cost of the merchandise sold, not the selling price. Merchandise Inventory should also have been debited for the cost of the merchandise returned. The entries to correctly record the returns would have been as follows:Sales (or Sales Returns and Allowances) .................. 235,750Accounts Receivable .............................................. 235,750Merchandise Inventory ................................................ 141,450Cost of Merchandise Sold ...................................... 141,450Ex. 6–11a. $7,350 [$7,500 – $150 ($7,500 × 2%)]b. Sales Returns and Allowances ................................... 7,500Sales Discounts (150)Cash ......................................................................... 7,350Merchandise Inventory ................................................ 4,500Cost of Merchandise Sold 4,500Ex. 6–12(1) Sold merchandise on account, $12,000.(2) Recorded the cost of the merchandise sold and reduced the merchandise inventory account, $7,800.(3) Accepted a return of merchandise and granted an allowance, $2,500.(4) Updated the merchandise inventory account for the cost of the merchandise returned, $1,625.(5) Received the balance due within the discount period, $9,405. [Sale of $12,000, less return of $2,500, lessdiscount of $95 (1% × $9,500).]Ex. 6–13a. $18,000b. $18,375c. $540 (3% × $18,000)d. $17,835Ex. 6–14a. $7,546 [Purchase of $8,500, less return of $800, less discount of $154 ($7,700 × 2%)]b. Merchandise InventoryEx. 6–15Offer A is lower than offer B. Details are as follows:A BList price ...................................................................... $40,000 $40,300Less discount .............................................................. 800 403$39,200 $39,897Transportation (625)$39,825 $39,897Ex. 6–16(1) Purchased merchandise on account at a net cost of $8,000.(2) Paid transportation costs, $175.(3) An allowance or return of merchandise was granted by the creditor, $1,000.(4) Paid the balance due within the discount period: debited Accounts Payable, $7,000, and credited MerchandiseInventory for the amount of the discount, $140, and Cash, $6,860.Ex. 6–17a. Merchandise Inventory ................................................ 7,500Accounts Payable ................................................... 7,500b. Accounts Payable ........................................................ 1,200Merchandise Inventory ........................................... 1,200c. Accounts Payable ........................................................ 6,300Cash ......................................................................... 6,174Merchandise Inventory (126)Ex. 6–18a. Merchandise Inventory ................................................ 12,000Accounts Payable—Loew Co. ............................... 12,000 b. Accounts Payable—Loew Co. ..................................... 12,000Cash ......................................................................... 11,760 Merchandise Inventory . (240)c. Accounts Payable*—Loew Co. ................................... 2,940Merchandise Inventory ........................................... 2,940 d. Merchandise Inventory ................................................ 2,000Accounts Payable—Loew Co. ............................... 2,000 e. Cash (940)Accounts Payable—Loew Co. (940)Ex. 6–19a. $10,500b. $4,160 [($4,500 – $500) ⨯ 0.99] + $200c. $4,900d. $3,960e. $834 [($1,500 – $700) ⨯ 0.98] + $50Ex. 6–20a. At the time of sale c. $4,280b. $4,000 d. Sales Tax PayableEx. 6–21a. Accounts Receivable ................................................... 9,720Sales ........................................................................ 9,000 Sales Tax Payable (720)Cost of Merchandise Sold ........................................... 6,300 Merchandise Inventory ........................................... 6,300 b. Sales Tax Payable ........................................................ 9,175Cash ......................................................................... 9,175 Ex. 6–22a. Accounts Receivable—Beta Co. ............................... 11,500Sales ........................................................................ 11,500 Cost of Merchandise Sold ........................................... 6,900 Merchandise Inventory ........................................... 6,900 b. Sales Returns and Allowances .. (900)Accounts Receivable—Beta Co. (900)Merchandise Inventory (540)Cost of Merchandise Sold (540)c. Cash .............................................................................. 10,388Sales Discounts (212)Accounts Receivable—Beta Co. ............................ 10,600 Ex. 6–23a. Merchandise Inventory ................................................ 11,500Accounts Payable—Superior Co. .......................... 11,500 b. Accounts Payable—Superior Co. . (900)Merchandise Inventory (900)c. Accounts Payable—Superior Co. ............................... 10,600Cash ......................................................................... 10,388 Merchandise Inventory . (212)Ex. 6–24a. debit c. credit e. debitb. debit d. debit f. debitEx. 6–26a. 2003: 2.07 [$58,247,000,000 ÷ ($30,011,000,000 + $26,394,000,000)/2]2002: 2.24 [$53,553,000,000 ÷ ($26,394,000,000 + $21,385,000,000)/2]b. These analyses indicate a decrease in the effectiveness in the use of the assets to generate profits. Thisdecrease is probably due to the slowdown in the U.S. economy during 2002–2003. However, a comparison with similar companies or industry averages would be helpful in making a more definitive statement on the effectiveness of the use of the assets.Ex. 6–27a. 4.13 [$12,334,353,000 ÷ ($2,937,578,000 + $3,041,670,000)/2]b. Although Winn-Dixie and Zales are both retail stores, Zales sells jewelry at a much slower velocity thanWinn-Dixie sells groceries. Thus, Winn-Dixie is able to generate $4.13 of sales for every dollar of assets. Zales, however, is only able to generate $1.53 in sales per dollar of assets. This makes sense when one considers the sales rate for jewelry and the relative cost of holding jewelry inventory, relative to groceries. Fortunately, Zales is able to counter its slow sales velocity, relative to groceries, with higher gross profits, relative to groceries.Chapter 7Ex. 7–5a. Addition to the balance per bank: (4), (6)b. Deduction from the balance per bank: (5)c. Addition to the balance per depositor’s records: (1), (7)d. Deduction from the balance per depositor’s records: (2), (3)chapter 8Ex. 8–6a. $17,875 c. $35,750b. $13,600 d. $41,450Ex. 8–7a. Allowance for Doubtful Accounts ................................ 7,130Accounts Receivable ............................................... 7,130 b. Uncollectible Accounts Expense ................................. 7,130Accounts Receivable ............................................... 7,130 Ex. 8–8Feb. 20 Accounts Receivable—Darlene Brogan ............ 12,100Sales .............................................................. 12,10020 Cost of Merchandise Sold .................................. 7,260Merchandise Inventory ................................ 7,260 May 30 Cash ..................................................................... 6,000Accounts Receivable—Darlene Brogan ..... 6,00030 Allowance for Doubtful Accounts ..................... 6,100Accounts Receivable—Darlene Brogan ..... 6,100Aug. 3 Accounts Receivable—Darlene Brogan ............ 6,100Allowance for Doubtful Accounts ............... 6,1003 Cash ..................................................................... 6,100Accounts Receivable—Darlene Brogan ..... 6,100 Ex. 8–10Due Date Interesta. Aug. 31 $120b. Dec. 28 480c. Nov. 30 250d. May 5 150e. July 19 100Ex. 8–11a. August 8b. $24,480c. (1) Notes Receivable ..................................................... 24,000Accounts Rec.—Magpie Interior Decorators .... 24,000(2) Cash .......................................................................... 24,480Notes Receivable ................................................ 24,000Interest Revenue (480)Ex. 8–132005Dec. 13 Notes Receivable ................................................ 25,000Accounts Receivable—Visage Co. ............. 25,00031 Interest Receivable ............................................. 75*Interest Revenue (75)31 Interest Revenue (75)Income Summary (75)2006Apr. 12 Cash ..................................................................... 25,500Notes Receivable ......................................... 25,000Interest Receivable (75)Interest Revenue (425)*$25,000 × 0.06 × 18/360 = $75Chapter 9Ex. 9–5Portable CD PlayersPurchases Cost of Merchandise Sold InventoryDate Quantity UnitCostTotalCost QuantityUnitCostTotalCost QuantityUnitCostTotalCostApril 1 35 50 1,7505 26 50 1,300 9 50 45011 15 53 795 915 505345079521 12 53 636 93 505345015928 31 5350159508 50 40030 7 54 378 87 5054400378Total cost of merchandise sold ..................................................... 2,145 Inventory, April 30: $778 ($400 + $378)Ex. 9–6Cell PhonesPurchases Cost of Merchandise Sold InventoryDate Quantity UnitCostTotalCost QuantityUnitCostTotalCost QuantityUnitCostTotalCostMar. 1 25 90 2,2505 20 94 1,880 2520 90942,2501,8809 18 94 1,692 252 90942,25018813 218 94901881,6207 90 63021 15 95 1,425 715 90956301,42531 8 95 760 77 9095630665Total cost of merchandise sold ..................................................... 4,260 Inventory, March 31: $1,295 ($630 + $665)Ex. 9–7a. $700 ($50 × 14 units)b. $663 [($45 × 5 units) + ($47 × 4 units) + ($50 × 5 units)]Ex. 9–91. a. LIFO inventory < (less than) FIFO inventoryb. LIFO cost of goods sold > (greater than) FIFO cost of goods soldc. LIFO net income < (less than) FIFO net incomed. LIFO income tax < (less than) FIFO income taxEx. 9–13a. Merchandise inventory, Jan. 1 ................................... $180,000Purchases (net), Jan. 1–May 17 ................................. 750,000Merchandise available for sale .................................. $930,000Sales (net), Jan. 1–May 17 .......................................... $1,250,000Less estimated gross profit ($1,250,000 × 35%) ....... 437,500Estimated cost of merchandise sold ......................... 812,500Estimated merchandise inventory, May 17 ............... $117,500b. The gross profit method is useful for estimating inventories formonthly or quarterly financial statements. It is also useful inestimating the cost of merchandise destroyed by fire or otherdisasters.Chapter 10Ex. 10–2$18,000 [($312,000 – $42,000) ÷ 15]Ex. 10–4a. Credit toAccumulated Truck No. Rate per Mile Miles Operated Depreciation1 20.0 cents 40,000 $ 8,0002 21.0 12,000 2,100*3 17.54 20.0 21,000 4,200Total .............................................................................................. $20,600* Mileage depreciation of $2,520 (21 cents ×12,000) is limited to$2,100, which reduces the book value of the truck to $6,600, itsresidual value.b. Depreciation Expense—Trucks ...................................... 20,600Accumulated Depreciation—Trucks ................... 20,600Ex. 10–5First Year ................................ Second Yeara. 8 1/3% of $84,000 = $7,0008 1/3% of $84,000 = $7,000b. 16 2/3% of $84,000 = $14,00016 2/3% of $70,000* = $11,667.................................................. *$84,000 – $14,000Ex. 10–11a. 2003 depreciation expense: $15,000 [($96,000 – $6,000) ÷ 6]2004 depreciation expense: $15,0002005 depreciation expense: $15,000b. $51,000 ($96,000 – $45,000)c. Cash ..................................................................... 38,000Accumulated Depreciation—Equipment ....................... 45,000Loss on Disposal of Fixed Assets ................................. 13,000Equipment ............................................................. 96,000 d. Cash ..................................................................... 53,000Accumulated Depreciation—Equipment ....................... 45,000Equipment ............................................................. 96,000Gain on Disposal of Fixed Assets ....................... 2,000 Ex. 10–12a. $205,000 ($315,000 – $110,000)b. $303,750 [$315,000 – ($110,000 – $98,750)], or$303,750 ($205,000 + $98,750)Ex. 10–13a. $205,000 ($315,000 – $110,000)b. $315,000. The new printing press’s cost cannot exceed $315,000 on asimilar exchange. The $18,500 loss on disposal ($128,500 book value– $110,000 trade-in allowance) must be recognized.Ex. 10–15a. $55,000. The new truck’s cost cannot exceed $55,000 in a similarexchange.b. $54,000 ($55,000 – $1,000) or$54,000 ($30,000 + $24,000)。
人力资源管理双语课后习题及翻译
习题及答案Chapter 01 Human Resource Management: Gaining a Competitive Advantage Answer KeyTrue / False Questions1. (p. 5) Companies have historically looked at HRM as a means to contribute to profitability, quality, and other business goals through enhancing and supporting business operations.FALSE2. (p. 5) The human resource department is most likely to collaborate with other company functions on outplacement, labor law compliance, testing, and unemployment compensation.FALSE3. (p. 6) The three product lines of HR include a) administrative services and transactions, B) financial services, and c) strategic partners.FALSE4. (p. 9) The amount of time that the HRM function devotes to administrative tasks is decreasing, and its roles as a strategic business partner, change agent, and employee advocate are increasing. TRUE5. (p. 9) Advances in technology have allowed HR services to be offered more on a self-service basis than in the past.TRUE6. (p. 9) HR functions related to areas such as employee development, performance management, and organizational development are outsourced most frequently.FALSE7. (p. 11) Evidence-based HR provides managers with data to make decisions, instead of just relying on intuition.TRUE8. (p. 14) Stakeholders of a company are shareholders, the community, customers, employees, and all of the other parties that have an interest in seeing that the company succeeds.TRUE9. (p. 19) Companies are now more and more interested in using intangible assets and human capital as a way to gain an advantage over competitors.TRUE10. (p. 22) A learning organization places the highest emphasis on completion of formal employment training.FALSE11. (p. 22) The psychological contract describes what an employee expects to contribute and what the company will provide to the employee in return for these contributions.TRUE12. (p. 25) The use of alternative work arrangements, which include independent contractors, on-call workers, temporary workers, and contract company workers, is shrinking.FALSE13. (p. 27) To be effective, balanced scorecards must be customized by companies to fit different market situations, products, and competitive environments.TRUE14. (p. 27) The balanced scorecard should not be used to link the company's human resource management activities to the company's business strategy.FALSE15. (p. 30) Corporate cultures within companies that successfully implement TQM typically emphasize individualism, hierarchy, accountability, and profits.FALSE16. (p. 31) ISO 9000 certification is an integral component of W. Edwards Deming's quality control process.FALSE17. (p. 34) The skills and motivation of a company's internal labor force determine the need for training and development practices and the effectiveness of the company's compensation and reward systems.TRUE18. (p. 37) Because the workforce is predicted to become more uniform in terms of age, ethnicity, and racial background, it is likely that one set of values will characterize all employees.FALSE19. (p. 39) Cultural diversity can provide a company competitive advantage regarding problem-solving. TRUE20. (p. 42) The Sarbanes-Oxley Act of 2002 sets strict rules for corporate behavior and sets heavy fines and prison terms for noncompliance.TRUE21. (p. 43) Every business must be prepared to deal with the global economy.TRUE22. (p. 48) One of the disadvantages of technology is that it does not allow older workers to postpone retirement.FALSE23. (p. 51) E-HRM is more applicable to practices associated with recruiting and training than those associated with analysis and design work, selection, and compensation and benefits.FALSE24. (p. 54) An HR dashboard is a series of indicators that managers and employees have access to on the company intranet or human resource information system.TRUE25. (p. 58) Compensating human resources involves measuring employees' performance.FALSEMultiple Choice Questions26. (p. 4) _____ refers to a company's ability to maintain and gain market share in its industry.A. OutsourcingB. CompetitivenessC. Self-serviceD. Empowerment27. (p. 4) _____ refers to the policies, practices, and systems that influence employees' behavior, attitudes, and performance.A. Total quality managementB. Financial managementC. Human resource managementD. Production and operations management28. (p. 5) Strategic HR management includes all but one of the following. Name the exception.A. Financial planningB. Training and developmentC. Performance managementD. Recruiting talent29. (p. 6) Which of the following is NOT a responsibility of HR departments?A. RecruitingB. BenefitsC. Community relationsD. Production and operations30. (p. 6) Which of the following is NOT a product line of human resources?A. Administrative services and transactionsB. Strategic partnerC. Human capital partnerD. Business partner services31. (p. 8) Which of the following best describes a cultural steward?A. Shapes the organization.B. Delivers results with integrity.C. Facilitates change.D. Recognizes business trends and their impact on the business.32. (p. 8) A strategic architect is one who:A. facilitates change.B. recognizes business trends and their impact on the business.C. implements workplace policies conducive to work environment.D. develops talent and designs reward systems.33. (p. 9) Giving employees online access to information about HR issues such as training, benefits, and compensation is known as:A. outsourcing.B. continuous learning.C. self-service.D. strategic planning.34. (p. 9) The practice of having another company (a vendor, third-party provider, consultant) provide services traditionally associated with the administrative role of HR is known as:A. e-commerce.B. empowering.C. outsourcing.D. benchmarking.35. (p. 10) Traditionally, the HRM department was primarily a(n):A. proactive agency.B. finance expert.C. employer advocate.D. administrative expert.36. (p. 11) Which of the following statements about evidence-based HR is FALSE?A. It helps show that the money invested in HR programs is justified and that HR is contributing to the company's goals and objectives.B. It emphasizes that HR is being transformed from a broad corporate competency to a specialized, stand-alone function in which human resources and line managers build partnerships to gain competitive advantage.C. It requires collecting data on such metrics as productivity, turnover, accidents, employee attitudes and medical costs and showing their relationship with HR practices.D. It refers to demonstrating that human resources practices have a positive influence on the company's bottom line or key stakeholders.37. (p. 12-13) Which one of the following statements about the HR profession is FALSE?A. A college degree is required of HR specialists, but not of generalists.B. Generalists usually perform the full range of HRM activities, including recruiting, training, compensation, and employee relations.C. Professional certification in HRM is less common than membership in professional associations.D. The primary professional organization for HRM is the Society for Human Resource Management.38. (p. 13) All of the following competitive challenges faced by companies will increase the importance of human resource management EXCEPT:A. the global challenge.B. the challenge of sustainability.C. the political challenge.D. the technology challenge.39. (p. 14) _____ refers to the ability of a company to survive and succeed in a dynamic competitive environment.A. OutsourcingB. EmpowermentC. SustainabilityD. Resource management40. (p. 14) Sustainability includes all of the following EXCEPT:A. expanding into foreign markets.B. the ability to deal with economic and social changes.C. engaging in responsible and ethical business practices.D. providing high-quality products and services.41. (p. 19) Which of the following statements about intangible assets is FALSE?A. They include human capital.B. They are less valuable than physical assets.C. They are equally or even more valuable than financial assets.D. They are difficult to duplicate or imitate.42. (p. 20) Tacit knowledge is an example of _____ capital.A. socialB. customerC. humanD. intellectual43. (p. 21) Which of the following is NOT true of knowledge workers?A. They often contribute specialized knowledge that their managers may not have, such as information about customers.B. They have many job opportunities.C. They are in high demand because companies need their skills.D. They contribute to the company through manual labor and intellectual labor.44. (p. 21) Empowering is defined as:A. the movement of women and minorities into managerial positions.B. giving employees responsibility and authority to make decisions regarding all aspects of product development or customer service.C. leading employees by the strength of one's charisma.D. the act of continually learning and improving one's skills and abilities.45. (p. 22) A(n) _____ contract describes what an employee expects to contribute and what the company will provide to the employee for these contributions.A. employerB. employeeC. psychologicalD. job46. (p. 25) All of the following are examples of alternative work arrangements EXCEPT:A. independent contractors.B. current labor force.C. on-call workers.D. temporary workers.47. (p. 27) The balanced scorecard:A. is similar to most measures of company performance.B. uses indicators important to the company's strategy.C. is a standardized instrument of company performance.D. should not be applied to HR practices.48. (p. 27) The balanced scorecard presents a view of company performance from the perspective of:A. its customers only.B. its employees only.C. its employees and customers only.D. its employees, customers, and shareholders.49. (p. 28) According to the financial perspective of the balanced scorecard, which of the following questions should be answered?A. How do customers see us?B. Can we continue to improve and create value?C. What must we excel at?D. How do we look to shareholders?50. (p. 28) Increasingly, companies are trying to meet shareholder and general public demands that they be more socially, ethically, and environmentally responsible. Thus, companies are recognizing the importance of:A. a balanced scorecard approach to business.B. diversity.C. total quality management.D. social responsibility.51. (p. 30) TQM focuses on:A. designing processes to meet the needs of external customers only.B. reducing variability in the product or service.C. preventing errors rather than correcting errors.D. tying pay to employees' total output less rejects52. (p. 31) "How senior executives create and sustain corporate citizenship, customer focus, clear values, and expectations, and promote quality and performance excellence" is the definition for which Malcolm Baldrige National Quality Award criterion?A. Strategic planningB. Workforce focusC. Customer and market focusD. LeadershipMalcolm Baldrige National Quality Award is an award established in 1987 to promote quality awareness, to recognize quality achievements of U.S. companies, and to publicize successful quality strategies.53. (p. 33) Which one of the following is NOT true of the Six Sigma process?A. The objective of the process is to create a total business focus on serving the customer.B. Training is an important component of the process.C. The process is one of seven categories evaluated within the Malcolm Baldrige Quality Award.D. The process involves measuring, analyzing, improving, and controlling processes once they have been brought within six quality standards.54. (p. 33) Which of following holds TRUE for lean thinking?A. It is a way to do more with less effort, time, equipment, and space.B. It is a way to compete for quality awards and certification.C. It includes offering no-frills goods and services to customers.D. It is working for zero inventories.55. (p. 34) The skills and motivation of a company's _____ labor force determine the need for training and development practices and the effectiveness of the company's compensation and reward systems.A. projectedB. secondaryC. externalD. internal56. (p. 34-37) Which of the following statements about the composition of the U.S. labor force in the next decade is TRUE?A. Labor force growth is greater than at any other time in U.S. history.B. The largest proportion of the labor force is expected to be in the 16-to-24-year age group.C. There will be fewer white males than minorities or women in the labor force.D. The number of "baby boom" workers will increase faster than any other age group.57. (p. 35) Which of the following statements about older workers is FALSE?A. Worker performance and learning are adversely affected by aging.B. The aging labor force means companies are likely to employ a growing share of older workers.C. An emerging trend is for qualified older workers to ask to work part-time or for only a few months at a time as a means to transition to retirement.D. Older employees are willing and able to learn new technology.58. (p. 37) Baby boomers:A. like the latest technology, are ambitious and goal-oriented, and seek meaningful work.B. want to be noticed, respected, and involved.C. tend to be uncomfortable challenging the status quo and authority.D. value unexpected rewards for work accomplishments, opportunities to learn new things, praise, recognition, and time with the manager.59. (p. 38) Regardless of their background, most employees' value:A. the ability to challenge the status quo.B. simplistic tasks requiring few skills.C. managerial positions.D. work that leads to self-fulfillment.60. (p. 38-39) To successfully manage a diverse workforce, managers need to develop all of the following skills EXCEPT:A. providing performance feedback that is based on values rather than objective outcomes.B. communicating effectively with employees from a wide variety of cultural backgrounds.C. coaching employees of different ages, educational backgrounds, ethnicity, physical ability, and race.D. recognizing and responding to generational issues.61. (p. 39) Managing cultural diversity involves:A. enforcing EEO rules.B. creating separate career tracks for employees with families.C. establishing a strong affirmative action policy.D. creating a workplace that makes it comfortable for employees of all backgrounds to be creative and innovative.62. (p. 39) How diversity issues are managed in companies has implications for all the following EXCEPT:A. knowing how to learn.B. creativity.C. retaining good employees.D. problem solving.63. (p. 39) Managing cultural diversity can provide a competitive advantage by:A. decreasing the number of available women and minorities in the company's labor pool.B. helping women and minorities understand they must conform to organizational norms and expectations.C. helping companies produce better decisions by including all employees' perspectives and analysis.D. identifying product markets on which the company should focus64. (p. 39) In managing cultural diversity, which of the following would improve the level of creativity thereby providing competitive advantage to an organization?A. Diversity of perspectives and less emphasis on conformity to norms of the past.B. Those with the best reputations for managing diversity will win the competition for the best personnel.C. An implication of the multicultural model for managing diversity is that the system will become less determinate, less standardized, and therefore more fluid.D. Heterogeneity in decisions and problem-solving groups potentially produces better decisions.65. (p. 39) Which of the following cultural diversity arguments states that companies with the best reputations for managing diversity will win the competition for the best personnel?A. System flexibility argumentB. Marketing argumentC. Employee attraction and retention argumentD. Problem-solving argument66. (p. 39) Diversity is important for tapping all of the following skills of employees EXCEPT:A. cultural skills.B. communication skills.C. creativity.D. homogeneous thinking.67. (p. 40) What areas of the legal environment have influenced HRM practices over the past 25 years?A. Equal employment opportunity, safety and health, pay and benefits, privacy, and job security.B. Executive compensation, pay and benefits, workers' compensation, safety and health, and job security.C. Product liability, workers' compensation, equal employment opportunity, safety and health, and labor relations.D. Equal employment opportunity, patent infringement, workers' compensation, safety and health, and job security.68. (p. 40-41) There will likely be continued discussion, debate, and possible legislation in all but one of the following areas in companies. Name the exception.A. Genetic testingB. Glass ceilingC. Employment-at-willD. Design of physical work environment69. (p. 41) Litigation involving job security will have a major influence on human resource management practices because:A. work rules, recruitment practices, and performance evaluation systems might falsely communicate lifetime employment agreements that the company does not intend to honor during layoffs.B. adjustments of test scores to meet affirmative action requirements are now illegal.C. employees now bear the burden of proof in discrimination cases.D. compensation awards for discrimination claims have increased.70. (p. 41) Which of the following is one of the four ethical principles of a successful company?A. Managers assume all responsibility for the actions of the company.B. It has a strong profit orientation.C. Customer, client, and vendor relationships emphasize mutual benefits.D. It does not produce products that can be used for violent purposes.71. (p. 42) Which legislation act sets new strict rules for business especially as regards accounting practices?A. Human Rights Act of 1994B. Reverse Discrimination Act of 1990C. Sarbanes-Oxley Act of 2002D. Corruption and Practices Act of 200072. (p. 43) Which of the following is NOT a standard that human resource managers must satisfy for practices to be ethical?A. Managers must treat employees as family.B. Human resource practices must result in the greatest good for the largest number of people.C. Employment practices must respect basic human rights of privacy, due process, and free speech.D. Managers must treat employees and customers equitably and fairly.73. (p. 45) Exporting jobs from developed to less developed countries is known as:A. insourcing.B. offshoring.C. importing.D. onshoring.74. (p. 47) Exporting jobs to rural parts of the United States is referred to as:A. insourcing.B. offshoring.C. importing.D. onshoring75. (p. 48) Which of the following statements about technology is FALSE?A. The Internet allows employees to locate and gather resources, including software, reports, photos, and videos.B. Technology does not allow older workers to postpone retirement.C. The Internet gives employees instant access to experts whom they can communicate with.D. Technology has made equipment easier to operate, helping companies cope with skill shortages.76. (p. 49) Which of the following is NOT typically true of work teams?A. They are used to increase employee responsibility and control.B. They use cross-training to give employees knowledge on a wide range of skills.C. They frequently select new team members and plan work schedules.D. They assume all of the activities reserved for managers such as controlling, planning, and coordinating activities.77. (p. 49) Which of the following is NOT recommended for supporting work teams?A. Reducing flexibility and interaction between employees to maintain high productivity.B. Giving employees formal performance feedback.C. Linking compensation and rewards with performance.D. Allowing employees to participate in planning changes in equipment, layout, and work methods.78. (p. 49) All of the following statements about cross training are true EXCEPT:A. it provides teams' maximum flexibility.B. it helps in measuring employees' performance.C. it trains employees in a wide range of skills.D. employees can fill any of the roles needed to be performed on the team.79. (p. 50) Company X has offices around the globe. Its teams are separated by time, geographic distance, culture and/or organizational boundaries, and almost rely exclusively on technology for interaction between team members. Its teams are:A. virtual teams.B. geographically-concentrated teams.C. lean teams.D. teleworker teams.80. (p. 50-51) Adaptive organizational structures emphasize:A. efficiency, decision making by managers, and the flow of information from top to bottom of the organization.B. a core set of values, and elimination of boundaries between managers, employees, and organizational functions.C. clear boundaries between managers, employees, customers, vendors, and the functional areas, and a constant state of learning.D. internal linking, external linking, diversification, and a core set of values.81. (p. 51) Which of the following is FALSE about high-involvement, adaptive organizational structures?A. Employees are in a constant state of learning and performance improvement.B. Employees are free to move wherever they are needed in a company.C. Line employees are trained to specialize in one job in order to maximize efficiency.D. Previously established boundaries between managers, employees, customers, and vendors are abandoned.82. (p. 51) Employees in geographically dispersed locations can work together in virtual teams using video, e-mail, and the Internet. This e-HRM implication refers to which aspect of HR?A. RecruitingB. Analysis and design of workC. SelectionD. Compensation and benefits83. (p. 52) From the manager's perspective, an HRIS can be used to perform primarily all but one of the following. Name the exception.A. Support strategic decision makingB. Avoid litigationC. Evaluate programs and policiesD. Motivate employees84. (p. 54) A(n) _____ is a series of indicators or metrics that managers and employees have access to on the company intranet or human resource information system.A. HR dashboardB. balanced scorecardC. web portalD. Intranet85. (p. 54) All of the following HR practices support high-performance work systems EXCEPT:A. employees participate in selection process.B. jobs are designed to use a variety of skills.C. employee rewards are related to company performance.D. individuals tend to work separately.86. (p. 56) Which one of the following is NOT associated with managing the human resource environment?A. Linking HRM practices to the company's business objectives.B. Identifying human resource requirements through human resource planning, recruitment, and selection.C. Ensuring that HRM practices comply with federal, state, and local laws.D. Designing work that motivates and satisfies the employee as well as maximizes customer service, quality, and productivity.87. (p. 56) Economic value is traditionally associated with all of the following EXCEPT:A. equipment.B. technology.C. facilities.D. HRM practices.88. (p. 57) A company's human resource acquisition requirements are influenced by all of the following EXCEPT:A. terminations.B. customer demands for products and services.C. motivation and satisfaction of employees.D. promotions.89. (p. 58) Managing the assessment and development of human resources involves all of the following EXCEPT:A. measuring employees' performance.B. creating an employment relationship and work environment that benefits both the company and the employee.C. recruiting employees and placing them in jobs that best use their skills.D. identifying employees' work interests, goals, and values, and other career issues.90. (p. 58) Besides interesting work, _____ are the most important incentives that companies can offer to its employees.A. training for future work rolesB. beneficial work environmentsC. support for nonwork activitiesD. pay and benefitsEssay Questions91. (p. 8) Name and discuss the competencies that HR professionals need.定义并讨论人力资源专业人员需要的能力1. Credible activist: delivers results with integrity, shares information, builds trusting relationships, and influences others, providing candid observation, taking appropriate risks.2. Cultural steward: facilitates change, develops and values the culture, and helps employees navigate the culture.3. Talent manager/organizational designer: develops talent, designs reward systems, and shapes the organization.4. Strategic architect: recognizes business trends and their impact on the business, evidence-based HR, and develops people strategies that contribute to the business strategy.5. Business ally: understands how the business makes money and the language of the business.6. Operational executor: implements workplace policies, advances HR technology, and administers day-to-day work of managing people.92. (p. 9-10) How has the role of HRM changed in recent years? Discuss three trends that are changing the HRM function. Why have these roles changed?近年来，HRM的角色发生了怎样的变化?讨论三个改变人力资源管理功能的趋势。
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Data from the Southwest Airlines case:
Flights per day = 2,800 Daily aircraft utilization = 11 hours, 10 minutes Cost per aircraft (new) = $40 million (a number lower than the $41 million list price) Current turnaround time = 27 minutes Average turnaround time in industry = 57 minutes (as per Kelleher’s estimate of 30-minute average Southwest advantage) Aircraft saved by faster turnaround than other airlines: 2,800 flights - 355 aircraft = 2,445 daily plane turns (assuming that a plane turn is not associated with the first flight of the day) Minutes saved (compared to the average for other airlines) per plane turn = 30 Daily minutes saved = 2,445 x 30 = 73,350 Number of aircraft represented by minutes saved = 73,350 670 (minutes each aircraft is utilized each day) Total aircraft saved = about 109 737s Fleet investment savings = 109 x $40 million = $4,360,000,000 Pre-tax cost savings implied by saved investment = $4,360,000,000 x 8% = $349 million 200l Southwest operating income (pre-tax) = $631 million Share of operating income achieved through rapid turnaround = $349 million/$631 million = or more than half Cost of each minute of additional turnaround time = $349 million/30 = $11.6 million
John Wiley & Sons, Inc. & Dr. Chen, Information Systems – Theory and Practices
Exhibit Estimate of the Importance of Turnaround Time as a Contributor to Southwest’s Operating Income and the Costs of Each Additional Minute of Turnaround Time for Southwest Airlines Aircraft, November 2002
SouthWest Airlines 2002: An Industry Under Siege
Jason Chou-Hong Chen, Ph.D. Professor of MIS Graduate School of Business, Gonzaga University Spokane, WA 99223 USA chen@
John Wiley & Sons, Inc. & Dr. Chen, Information Systems – Theory and Practices
Case பைடு நூலகம்ynopsis
• Following the 9/11 terrorist attacks in the United States, the senior management of Southwest Airlines is faced with both short- and longer-term challenges. In the short-run questions have arisen about what, if anything, should be done to raise Southwest’s reported on-time performance in the airline industry. • Although it was a somewhat artificial measure based in part on scheduling decisions, the airline’s usually stellar on-time operating performance had fallen to the next-to-lowest among the eight largest airlines by September 2002. This was felt to be a result of the disproportionate effects of post-9/11 government security directives on Southwest’s operating practices.
John Wiley & Sons, Inc. & Dr. Chen, Information Systems – Theory and Practices
Case Information
• Discipline: Service management • Description: The company's management is faced with longterm questions regarding the rate and manner of growth in the wake of the 9/11 attacks and general industry malaise. • Learning Objective: To understand ways of achieving and maintaining both a differentiated and a low-cost service offering. • Subjects Covered: Competition, Corporate culture, Service management. • Setting: United States; Airline industry; $4 billion revenues; 35,000 employees; 2002
John Wiley & Sons, Inc. & Dr. Chen, Information Systems – Theory and Practices
Case Synopsis (cont.)
• But if it continued, it could have the effect of tarnishing the airline’s image among its customers. Longer-term, as Southwest emerged successfully from the post-9/11 setbacks to the airline industry, questions once again surfaced about whether and how the airline should resume its 10% to 15% annual growth rate prior to 9/11. • In particular, to what degree should flights of over three hours connecting Southwest’s more distant terminals supplement the strategy of focusing on flights of 60 to 90 minutes on which the airline’s success had been built?
John Wiley & Sons, Inc. & Dr. Chen, Information Systems – Theory and Practices
Executive Summary
• Southwest Airlines in 2002 faced a serious of important management decisions after the 9/11 tragedy in order to continue the record breaking company growth that Southwest had experienced since the 1970’s. Southwest Airlines revolutionized the airline industry with what is known as the Southwest Effect: low cost fares, point-topoint service, “10 minute turnaround” and an enjoyable friendly atmosphere. • After the Airline Deregulation Act of 1978, Southwest adopted a polity that irregardless of the profitability of expansion opportunities, the company wanted to commit to a manageable annual growth rate of about 10-15%. The following questions and discussion will address the historical challenges of Southwest airlines, the direction the company contemplated in 2002, and a brief look at the challenges of today.