Results 201 to 210 of about 20,515 (247)
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Cornell Hotel and Restaurant Administration Quarterly, 1988
Domestic profit planning does not readily transplant to less predictable foreign environments. Firms need flexible systems that respond to multiple variables when they venture into the international ...
Douglas B. Rusth, Michael M. Lefever
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Domestic profit planning does not readily transplant to less predictable foreign environments. Firms need flexible systems that respond to multiple variables when they venture into the international ...
Douglas B. Rusth, Michael M. Lefever
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Profit Sharing and Pension Plans/ Profit Sharing and Pension Plans (Book).
The Accounting Review, 1948Abstract Reviews two books "Profit Sharing and Pension Plans (Practical Planning and Administration)," by C. Morton Winslow and "Profit Sharing and Pension Plans (Law and Taxes)," by K. Raymond Clark.
Frank P. Smith, A. Morgner
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Planning Review, 1978
One hundred and ninety of the world's largest and most diversified companies have added a new capability to their arsenal of planning tools. They have tapped into a new and unique collection of strategic experiences of product‐line businesses now maintained by The Strategic Planning Institute (SPI).
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One hundred and ninety of the world's largest and most diversified companies have added a new capability to their arsenal of planning tools. They have tapped into a new and unique collection of strategic experiences of product‐line businesses now maintained by The Strategic Planning Institute (SPI).
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2018
In a time of great need for Britain, a small coterie of influential businessmen gained access to secret information on industrial mobilisation as advisers to the Principal Supply Officers Committee. They provided the state with priceless advice, but, as “insiders” utilised their access to information to build a business empire at a fraction of the ...
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In a time of great need for Britain, a small coterie of influential businessmen gained access to secret information on industrial mobilisation as advisers to the Principal Supply Officers Committee. They provided the state with priceless advice, but, as “insiders” utilised their access to information to build a business empire at a fraction of the ...
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Problems in Economics, 1965
It is necessary to find a sufficiently simple and, at the same time, substantiated solution for one of the major tasks set by the CPSU Program, which is to develop a system of planning and assessing the work of enterprises so that they will be vitally interested in the highest possible plan targets, in introducing new machinery and improving the ...
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It is necessary to find a sufficiently simple and, at the same time, substantiated solution for one of the major tasks set by the CPSU Program, which is to develop a system of planning and assessing the work of enterprises so that they will be vitally interested in the highest possible plan targets, in introducing new machinery and improving the ...
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Not-for-profit not equal to no profit: profitability planning in not-for-profit organizations.
Health care management review, 1991Contrary to common understanding, not-for-profit organizations must earn a profit in order to maintain fiscal solvency. This article presents a methodology to determine the appropriate profitability target with illustrations presented for a health maintenance organization.
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Planning and Control for Profit.
The Accounting Review, 1971Abstract Reviews the book "Planning and Control for Profit," by Ralph F. Lewis.
Raymond E. Perry, Robert R. Sterling
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Planning profitable strategies
1989In considering the many aspects concerned with establishing strategic profit plans, it is important to recognise that there is an underlying interrelated series of procedures which have significant impact on the control, implementation and monitoring of these plans.
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Planning for profitability in the 1980S
Planning Review, 1983Decreasing profitability, plus expectations of rapidly escalating capital and operating costs have forced management to reconsider the trade‐off between growth and company value. Esmark, RCA, GAF Corporation, and U.S. Industries recently confronted this issue and opted for major divestment strategies.
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