Work Life Balance free essay sample

Managing work life balance Introduction This essay is going to examine managing work life balance and how organizations are going to manage it in contemporary human resource management with relevant organizational examples. Moreover, we will look at the current issues and the problems of work life balance. Work life balance (WLB) is a term which refers to the concept that employees split their time between work and the other aspects of personal lives. It used to maintain a balance between work and leisure activity such as family life. It measured the amount of time on the work compare with the time on spending with family or other leisure activities. It is difficult to measure the efficiency and the balance between work and life. Based on the assumptions of diversity management which aim to provide a positive workplace environment and accept the individual differences from different background, gender, race etc in order to maintain equality in the workplace. We will write a custom essay sample on Work Life Balance or any similar topic specifically for you Do Not WasteYour Time HIRE WRITER Only 13.90 / page Therefore, it is important that organizations introduce flexible working arrangement in terms of providing positive working environment to employees (Caleb Rosado, PH. D, 2006). Theoretical Review Due to the recent change of WLB, people shifted the focus on the balance on work and family roles as well as the outside work. Work life balance is important to employees because it represents peoples psychological well being and satisfaction between work and life (J. Rantanen U. Kinnunen, 2011). WLB can be traced back to previous studies of women having multiple roles throughout their lives as women are representing as mothers, wives and paid worker where they might experience overload work and cause them stressful which suggest it needs appropriate working arrangements in order to increase their job satisfaction (Barnett and Marshall,1993). The integrated concept of WLB is aiming to manage employees effectively while they are suffering from multiple roles conflict in lives and work and attempt to minimized job dissatisfaction and stress levels. However, as most of the organizations are seeking to provide a positive workplace to the employees, they provide several policies for the employees in order to increase the flexibility such as telecommuting opportunities for workers who want to spent more time at home to look after young children or offer flexible work schedules, also, some organizations provide an on-site fitness programs, therefore, it increases employees motivation because they are working in a positive workplace environment (  Heidi Cardenas) . In general, it suggested that UK has a flexible workforce labor with family life to maintain the balance between work and life. This lead to a higher employment and growth in the contemporary diversity management (Nick Bloom, Tobias Kretschmer, 2009). Current issue According to the current work life balance issues in diversity management, it suggested it become an very popular issue to debate over the world and more people and management are paying attention to it, where it increases the conscious of people aware of this problem. Managing WLB has been increased in the last 2 decades (De Bruin Dupuis, 2004), which is a recent change from previous management style. In addition, a lot of private enterprises also aware the problem of work life balance as their human resource management. This has become an major issue in todays management since nowadays employers tend to use fewer employees to cope with difficulties and problems as they want to reduce the costs, therefore the jobs are more complicated and it increased their workforce so it becomes more difficult for employees to maintain a balance within work and life, such as home management, child care etc (Douglas T. Hall) as well as the levels of pressure and working time. Secondly, the demographic changes rapidly so it affects the labor such as gender, age, religion, workplaces etc (Dr Mark Wickham, Miss Melissa Parker Simon Fishwick). Due to the increasing number of working mothers, it usually applied to women that they need to maintain a balance between working hours and career break arrangements such as maternity leave. It stated that there is an enormous increase of working mothers in contemporary world, which suggested that 66. % of mothers are working compare with only 23% of mothers are working full time in 1996 (Guardian), so organizations are required to offer suitable flexible working arrangements for mothers. Therefore, it increases the awareness that organizations has to introduce flexible working arrangement to due with this issue in terms of being ethical and equality. In some circumstances, it suggested that rather than following by a tradition that women should look after child ren, it offers paternity leave for fathers as well in order to encourage fathers to active their role in the family (Gill Kirton Anne-marie Greene, 2005). According to the diversity management, it might be seen as inequality of men and women employees as women tend to have longer career break arrangement due to the maternity leave, employers might recruit new employees to replace them and this might damage for women future career prospects (Gill Kirton Anne-marie Greene, 2005). But on the other hand, according to the current issues, it argued that the gender equality of work life balance has changed in the 20 century. It suggested that there are significant increase of men are contributing to childcare rather than following by the tradition that women should stay at home and look after the children (Maron, 2009). By looking at the current issue, it can be seen that it is difficult to manage work and family life as employees (men and women) need to take a parental role of looking after children as well. Therefore, the government set some regulations to protect them. For instance, they promoted the Family and Medical Leave Act in 1993. The Family and Medical Leave Act 1993 has created an huge impact towards the organizations. The organization has to provide at least 12 weeks leave in a year for their birth, individuals or family illness. This act enable employees to look after the sick children or elderly etc (Judith  M. Nixon). Case Study There are few case studies with real organizational examples which suggested the management of work life balance in the contemporary organizations. Also, t covers different aspects of the practice in work life balance and stated the current diversify management style in different countries. One of the case study is Motorola which is a company founded in 1928 U. S. It delivers network communications and internet to individuals, companies and homes. Motorola operates in a global environment where their competitive advantage is to operate 24 hours a day and seven days a week. Due to this competitive advantage, Motorola has to offer flexible working time to employees. It becomes a very important issue to Motorola for employees having an equal time split and balancing between work and life time as diversity management aims to support employees with equal opportunity and forecasting a happy working environment. It suggested that there is change in Motorola from the past where full time workers work seven 12-hour shift in two week period and 2 full time workers share the job together and split their working hours equally. One of the employee called Mary McDonald who is a single parent with two children applied the job and she claimed that job sharing and working hours are very flexible, therefore this works very well with her family life while she is looking after two children. Motorola provides her a flexible working arrangements and work-life balance, therefore it increases her motivation and satisfaction at work by providing positive workplace environment according to the aim of diversity management (Gill Maxwell, 2008). In addition, Motorola stated that most of the job sharing workers are women where most of them are unable to work as a full time workers according to their family life and commitments. However, Motorola offers an alternative opportunities for women who wants to maintain a balance between work and family life. This arrangement has created an advantage for women especially when women return work after their maternity leave which is easier for them to catch up their work and they have enough time to look after children which reduce the levels of stress at their work. Motorolas flexible working arrangements has introduced new work life balance initiatives in contemporary organizations. Another case study is about IKEA which is a well-know home furnishing retailer which sells home furniture with a low prices. It is a global company with more than 150 stores distributed all over the world. The human resources policies relies at the heart of the IKEAs strategy as they believe the success of an organizations depends on the commitment of the employees, therefore IKEA emphasis heavily on the equality and working arrangements to the employees (Gill Maxwell, 2008). According to the IKEAs management style, it focuses heavily on the family life, leisure activities and healthy environment. This recognizes the importance of work life balance. For instance, IKEA offers a coffee breaks to workers for interaction in a positive environment. More importantly, IKEA provides flexible career break arrangements such as marriage leave, parental leave, childcare leave or moving house leave etc. This enable workers to deal with their own or family problems. Furthermore, IKEA introduced health promotion to employees which allow employees to have a healthy working time. IKEA offers foot care and massage for them during their working time. It provides physical health care to employees as the managers of IKEA thought workers are very tired of often working with their foot. This is a totally new work life balance initiatives in organizations where they offer flexible hours of work and arrangements but also physical health care. Therefore, employees are motivated and pleasant for working in the positive working environment. As I mentioned above, organizations offer fitness and health programs to workers while they are stressed at work. This has created a positive impact on workers and the organization and reinforced the importance of work life balance programs as more people aware with this issue. It is important to note that diversity managers are required to provide a range of work life balance programs to employees in order to foster a pleasant working environment (wisegeek). After discussing the real organizational examples, it shows that WLB creates a positive impact on organizations and performance as well as becoming more effective of managing employees flexibility (Nick Bloom, Tobias Kretschmer, 2009). This has enlightened and developed the practice of diversity management where it can be seen that organizations are continuing developing the issue of work life balance in terms of being ethical and equality. Organizations are getting more familiar with the practice of work life balance but there are still some problems should be highlighted in the current diversity management. Problems Many organizations perceived work life balance could be seen as a competitive advantage as providing flexible working arrangement can enhance individuals performance which affects the whole company because employees are motivated and feel being valued in the organization such as IKEA offer foot massage for employees and it can be seen as an competitive advantage. But, it could be argued that what is meant by good practices of work life balance in organizations as it is difficult to measure the effectiveness of the appropriate work life balance to employees. On the other hand, gender has been considered a major issue of work life balance, many people still believe on the assumptions of women are the identity as housewives and women careers would directly affect the commitments and performance at work. This is the major issue that organizations need to take into account in developing diversity management. Organizations could provide more working opportunities to women and prove that even though they stop working during their pregnancy it doesnt affect much to the organizations as nowadays women are working harder compare to the past. For instance, Motorola offers job sharing which benefits and support women even they are pregnant. In addition, providing flexible work arrangement or job sharing could easily lead to conflicts because people could easily mixed up their schedules and responsibilities with the others. This might create a conflict and inconvenience to organizations. Therefore, organizations should take into account that they should provide a clear working arrangement between workers. Recommendations After highlighted the problems of work life balance and based on the organizational examples I have suggested, I recommend that manager should be more diversified in order to deal with different problems because managing flexibility may cause a lot of conflicts or misunderstanding, therefore, managers should allocated a clear working schedules or responsibilities to employees so workers understand what they are doing and it will increase the working efficiency. Providing a good communication to employees may ensure the job sharing responsibilities and break schemes. In the case of Motorola, offering a split time worker between workers, the managers should set out a clear schedule for the workers in terms of splitting time and responsibilities equally to avoid any conflicts. Also, managers should provide support to employees while employees are having maternity or sick leave etc, such as providing a paid sick leave because employees tend to fear of being discriminated or dismissal when they report their illness, therefore, a diversity manager should provide a paid sick leave to support them and ensure they wont be discriminated (Xenia Scheil-Adlung Lydia Sander, 2010). In addition, managers should provide more support to woman during their maternity leave such as telecommuting to ensure they can catch up their work easily when they back to work in terms of equity. Conclusions In conclusion, after discussing the assumptions and current issues of work life balance as well as the problems highlighted, it suggested that it is difficult to measure the effectiveness of work life balance. It all depends on the nature of the job due to the job difficulties and the levels of stress from the work itself. Also, it relies on the employees itself of managing a balance between work and family life and their own experiences where organizations have no control over. From an organizational view, to manage work life balance effectively at the workplace, they can promote a message to employees the importance of work and life and prevent any conflicts between work and non-wok interaction if they want to build up a good employees relations with the organization (J. Rantanen U. Kinnunen, 2011). Organizations are still seeking to develop the diversity management, therefore, it is important to provide a positive workplace environment for employees as well as the equality. However, living in a diversified culture, every organizations should assist employees to maintain a good balance of work and family life but it requires the co-operation between managers and employees in order to provide a positive workplace environment by making use of the existing policies.

List of the Atlantic Oceans Ten Marginal Seas

List of the Atlantic Oceans Ten Marginal Seas The Atlantic Ocean is one of the worlds five oceans. It is the second-largest behind the Pacific Ocean with a total area of 41,100,000 square miles (106,400,000 sq km). It covers about 23% of the Earths surface and located mainly between the American continents and Europe and Africa. It also stretches north to south from Earths Arctic region to the Southern Ocean. The average depth of the Atlantic Ocean is 12,880 feet (3,926 m) but the deepest point in the ocean is the Puerto Rico Trench at -28,231 feet (-8,605 m).The Atlantic Ocean is also similar to other oceans in that it shares borders with both continents and marginal seas. The definition of a marginal sea is an area of water that is a partially enclosed sea adjacent to or widely open to the open ocean (Wikipedia.org). The Atlantic Ocean shares borders with ten marginal seas. The following is a list of those seas arranged by area. All figures were obtained from Wikipedia.org unless otherwise noted.1) Caribbean SeaArea: 1,063,000 square miles (2,753,157 sq km)2) Mediterranean SeaArea: 970,000 square miles (2,512,288 sq km)3) Hudson BayArea: 819,000 square miles (2,121,200 sq km)Note: Figure obtained from the Encyclopedia Britannica4) Norwegian SeaArea: 534,000 square miles (1,383,053 sq km)5) Greenland SeaArea: 465,300 square miles (1,205,121 sq km)6) Scotia SeaArea: 350,000 square miles (906,496 sq km)7) North SeaArea: 290,000 square miles (751,096 sq km)8) Baltic SeaArea: 146,000 square miles (378,138 sq km)9) Irish SeaArea: 40,000 square miles (103,599 sq km)Note: Figure obtained from the Encyclopedia Britannica10) English ChannelArea: 29,000 square miles (75,109 sq km)ReferenceWikipedia.org. (15 August 2011). Atlantic Ocean - Wikipedia, the Free Encyclopedia. Retrieved from: http://en.wikipedia.org/wiki/Atlantic_OceanWikipedia.org. (28 June 2011). Marginal Sea - Wikipedia, the Free Encyclopedia. Retrieved from: http://en.wikipedia.org/wiki/Marginal_seas

How to Work Mass Percent Problems in Chemistry

How to Work Mass Percent Problems in Chemistry Chemistry involves mixing one substance with another and observing the results. To replicate the results, its important to measure amounts carefully and record them. Mass percent is one form of measurement used in chemistry; understanding mass percent is important for accurately reporting in chemistry labs. What Is Mass Percent? Mass percent is a method of expressing the concentration of a substance in a mixture or element in a compound. It is calculated as the mass of the component divided by the total mass of the mixture and then multiplied by 100 to get the percent. The formula is: mass percent (mass of component / total mass) x 100% or mass percent (mass of solute / mass of solution) x 100% Usually, mass is expressed in grams, but any unit of measure is acceptable as long as you use the same units for both the component or solute mass and the total or solution mass. Mass percent is also known as percent by weight or w/w%.  This worked example problem shows the steps necessary to calculate mass percent composition. Mass Percent Problem In this procedure, we will work out the answer to the question What are the mass percentages of carbon and oxygen in carbon dioxide, CO2? Step 1: Find the mass of the individual atoms. Look up the atomic masses for carbon and oxygen from the Periodic Table. Its a good idea at this point to settle on the number of significant figures youll be using.  The atomic masses are found to be: C is 12.01 g/molO is 16.00 g/mol Step 2: Find the number of grams of each component make up one mole of  CO2. One mole of CO2 contains 1 mole of carbon atoms and 2 moles of oxygen atoms. 12.01 g (1 mol) of C32.00 g (2 mole x 16.00 gram per mole) of O The mass of one mole of CO2 is: 12.01 g 32.00 g 44.01 g Step 3: Find the mass percent of each atom. mass % (mass of component/mass of total) x 100 The mass percentages of the elements are: For Carbon: mass % C (mass of 1 mol of carbon/mass of 1 mol of CO2)  x 100mass % C (12.01 g / 44.01 g) x 100mass % C   27.29 % For Oxygen: mass % O (mass of 1 mol of oxygen/mass of 1 mol of CO2)  x 100mass % O (32.00 g / 44.01 g) x 100mass % O 72.71 % Solution mass % C 27.29 %mass % O 72.71 % When doing mass percent calculations, it is always a good idea to check to make sure your mass percents add up to 100%. This will help catch any math errors. 27.29 72.71 100.00 The answers add up to 100% which is what was expected. Tips for Success Calculating Mass Percent You wont always be given the total mass of a mixture or solution. Often, youll need to add up the masses. This might not be obvious! You may be given mole fractions or moles and then need to convert to a mass unit.Watch your significant figures!Always make sure the sum of the mass percentages of all components adds up to 100%. If it doesnt, then you need to go back and find your mistake.

What are three reasons for segmentation Which segmentation approach is Essay

What are three reasons for segmentation Which segmentation approach is the best and why - Essay Example The most likely cause for geographical segmentation is that the product appeals to a certain geographical area. If a business is selling snow boots then they would market an area where there is heavy snow fall.The most likely cause for demographical segmentation is that the product appeals to the personal characteristics of the customers such as age, gender, race, income, life stage, occupation, and education level. A clothing company might produce clothing that appeals to teenagers.The most likely cause for Psychographic segmentation is the personality traits, attitudes, interests, or lifestyles of potential customer groups. A company might develop an environmentally friendly product aimed at the more environmentally focussed consumer.It is difficult to define the best segmentation approach since it is dependent on the client group and their specific needs. If the product appeals to a particular lifestyle need; a piece of exercise equipment for example, then lifestyle segmentation w ould be ideal. Deciding the best segmentation method can be difficult, but it depends on the particular benefit for that business objective.If the business objective is a new product development it is essential to understand how customers group together according to their particular needs. The outcome of this would influence the best segmentation approach. Mishkin, F. & Eakins, S. (2009)You are the deacon of a small non-denominational church. Your minister has just left, and your congregation is down by over 11% in the past year. You have just received news that an electronics firm plans to relocate 500 families to your town. You are tasked with making a plan for increasing church membership since you are a marketing manager. Describe your plan. As the deacon of a small non - denominational Church. I have been asked to write a marketing plan to increase Church membership. Following is the summary of the main points of this marketing plan. The Church will change its focus to differentiate itself from Churches in the area and improve membership by filling the need of the electronics firm employee's and families. Our marketing challenge is to position our Church to reach the new families and cater to their interests and needs. As a Church we would teach the word of God by offering electronic courses sharing the word of the Gospel and giving tracts to those attending. The Church serves its members as a trusted friend, providing for their needs and the needs of their families. We ensure our members have what they need to function spiritually and to increase their well being. It is the Churches duty to ensure the interests of the members are met and therefore surveys will be sent to each potential member to discover their interests, age, gender, ethnicity, and potential needs. Letters will be sent out to let people know that the Church is here should they need us. We also need to concentrate on developing a clear vision for the future of the Church. The objectives of the Church are to increase membership this is likely to result in increased Church profits. In these circumstances the Church would be able to carry out more outreach projects. The consequence of this is that we would have to develop a strategy for exploring the potential user needs of our new members. The most appropriate solution would be to create a new vision with detailed actions that need to be fulfilled. Essentially a clear, workable action plan needs to be formulated to give clear roles and responsibilities of participants involved with creating the Churches new vision. Therefore a list of expectations needs to be created to give the Leadership Team a way of measuring the success and progress of the project. If the Church is successful in gaining new members there

Job Analysis Master Essay Example | Topics and Well Written Essays - 2500 words

Job Analysis Master - Essay Example It is stated, that job analysis is 'a process used to identify the important tasks of a job and the essential competencies an individual should possess to satisfactorily perform the job'. (Clifford, 1994) The purposes of job analysis are multiple, as well as there are multiple methods for conducting it. The aim of the work is to distinguish the main strengths and weaknesses of the job analysis methods existing at present, with trying to identify the most effective among them, if it appears to be possible; it is also necessary to try defining, which methods are mostly applicable in various instances, and should there be made any amendments to the job analysis methods, which are not most often used. The reasons for conducting the present research are the following: 2. It is not yet understood, whether there is the need for the creation of any new methods, with the aim of which it is necessary first to evaluate the strengths and weaknesses of the existing methods. The arguments to follow in the work will be based first of all, on the literary sources used in the present work, which are four and are represented by the peer reviewed journal articles and books on the topic. The arguments will also be based on the discussion of the existing advantages and disadvantages of the methods. The main aims of the answer are to be specified as follows: The conclusion to be reached will be based on the set aims, a... 2. It will be conclude which of the job analysis methods at present appear to be the most effective and display minimum disadvantages; 3. It will be necessary to conclude, whether the already described in literature job analysis methods need more extensive learning; 4. It will be necessary to conclude, whether there is need in creating any new job analysis methods. The conclusion to be reached will be based on the set aims, and will include the answers on the abovementioned questions. I guess, it will be beneficial to make the core of the conclusion related to the most effective job analysis methods among the already described. Analysis Identification and coverage of the main issues The rationale for the job analysis in general lies in the aim of protecting the public 'by assuring that individuals, who work in an occupation or profession are at least minimally competent'. (Gael, 1993) Thus, one of the key issues in discussing job analysis methods is in identifying, which of them appears to be more effective, and is thus the most reliable for ensuring this individual safety mentioned. Another key issue, is that despite the extensive literature sources on the topic, the importance of researching job analysis methods with distinguishing their strengths and weaknesses is not given due importance, and thus this work will be an additional attempt to provide the employer with the analysis of the key methods, making him understand the essential role which job analysis methods play in hiring qualified workers. The main methods of job analysis can be identified as follows: 1. Observation. Levin and Ash (1999) state, that the core issue of any observation in relation to job analysis is

Agriculture and Forestry Machinery Industry in Canada

Agriculture and Forestry Machinery Industry in Canada General remarks: The sources should be added The way we do it is like this[1] Also, since there are now sources, I cannot check how valid are your points It is always better to talk about the movement rather than static: E.g. the point with loans. Less loans, more loans than in 2012 (2011, 2012)? What is the trend, and this trend is the result of what? (not just 2013) With agricultural land. Increasing? Decreasing? The trend. Hard to understand the main story (and I think it is more related to the loans, and cutting of subsidies than with rich harvest) I am also adding the competitive landscape from last year, so you can finish the company you didn’t know. Headlines Market for agricultural and forestry machinery grows 15% in 2013 due to increasing capacities of domestic and main import/export partner USA farms and consequently high farm incomes that encourage farmers to invest in agriculture machinery.[G1] Industry increasingly concentrated, with top 5 companies: Buhler Industries Inc., John Deere Ltd., CNH Canada Ltd., Bourgault Industries Ltd., La Coop Purdel increasing their revenue Government gives loans and insurance incentivise farmers to buy new equipment or update old machines[GL2] Domestic market grows slightly more than sales over 2013, mainly due to cost savings arising from adoption of innovative technologies[GL3] Maybe a point about cutting government subsidies Loans Something from production, like innovation trend or demand abroad for Canadien machinery ( I still didn’t get why exactly is the Canadian machinery demanded) Industry set to see 3% turnover growth in 2014 due to accelerating mechanisation and adoption of precision farming in agriculture, coupled with strong USA demand for Canadian-made machinery Market Trends The Canadas market for agricultural and forestry machinery was valued C$5.4 billion in 2013, up by astounding 15% from 2012. Year-on-year [G4]market growth was mainly attributed to the agriculture industry and its growing automation, while increasing application of innovative products such as precision farming equipment also had a positive impact. Farms sought to increase production capacity and capture the benefits of high revenue coming from high crop prices. [G5]Furthermore, major what? trends in Canada and other high-income countries included a reduction in the number but growth in the size of farms[G6], which fuelled demand for sophisticated agricultural equipment. Farm size in Canada is growing similar to other high 0 income countries, which fuels demand for sophisticated agricultural machinery. The agriculture industry was main buyer of agricultural and forestry machinery in 2013, including both purchases for investment and business purposes. There were around 200 000 farms operating in Canada in 2013, with more than 51 million hectares of agricultural land classified as dependable agricultural land [GL7]. An excellent 2013 key grains such as and oilseeds harvest in Canada was a main contributor for strong which sector performance. Consequently, net farm incomes in 2013 were as high as in 2012 , fuelling investment in capacity expansion, which led to 12% growth of agriculture sector spending for investment and business purposes. High agriculture revenue and consequent spending on agricultural and forestry machinery was a result of several key factors. Primarily, favourable weather conditions , translated in record 2013 crop production and allowed farmers to capitalise on higher crop prices, which remained high till the end of the year. In addition to that, although the number of farms in Canada is steadily falling since 2006 (taking in to perspective from 2006 to 2011 it fell 10.3% or by 24 thousand farms), they are getting bigger, which resulted in economies of scale and capital concentration. This naturally allowed greater spending on state-of-the-art agricultural equipment, adoption of precision farming, the use of new technologies to optimize agricultural yields and reduce costs. Precision farming employs innovations such as global positioning systems for vehicle and row tracking that allow farmers to use previous yield information and soil resistivity data to minimise planting overlaps.[G8] Farm credit approved 47 046 new loans in 2012-13, with average size of loan approved rising to C$162.406, giving farmers incentive to acquire new equipment. [GL9] However federal program payments, which include primarily payments made directly to agricultural sector? producers, were set to decrease from C$1.3 billion in 2012, to C$1.2 billion in 2013 and during the same 2 year period, provincial program payments were also set to decrease from C$ 1.6 to C$1.5 billion[G10]. In 2013 majority over 59% of domestic market demand was accounted for by foreign producers. Primarily from USA , which claimed 70% of all domestic market demand. [G11]Innovative technological advancements related to precision farming equipment, new advanced agriculture tractors and soil preparation machinery, backed by geographic proximity and NAFTA membership, allowed USA to remain Canadas most import partner in agricultural machinery. Meanwhile, second Canadas foreign supplier Germany, managed to increase its market share from 8% in 2012 to 9% in 2013. This can be attributed to record high farm incomes in Canada and farmers, who valued Germanys reputation as a producer of high-end agricultural machinery. This fostered demand for made-in-Germany machinery. [G12] Agricultural tractors were most demanded machinery in the market, accounting for 34% of the demand in 2013, increasing from C$1.6 billion in 2012 to C$1.8 billion by 10%, while harvesting and threshing machinery increased by 13% from C$1.3 to C$1.4 billion, which respectively accounted 26% of the demand in 2013. This increase of demand for the machinery can be explained by excellent 2012 year for farmers, who were able accumulate profit and bright expectations, that in 2013 grain production increase to 97 million tonnes, compared to 77 million tonnes, encourage farmers to plan ahead and to invest in new agricultural tractors, harvesting and threshing machinery. [G13] Production Trends In 2013 production of agriculture and forestry machinery in the Canada was C$ 4.7 billion, up 14% from previous year. Turnover of local producers was driven by reboots demand from domestic market as well as 7% growth in exports. As the result of increased agriculture volume, high net farming income and high demand for Canadian machinery in biggest export partner USA, local manufacturers ran at full capacity throughout 2013. Tight competition in the agriculture industry, led farmers[GL14] to seek cost minimisation, which could only have been most efficiently achieved using sophisticated machinery Canadian agricultural machinery industry had to offer. [GL15] Even though exports [GL16]percentage of production output fell from 53% in 2012 to 51%in 2013, exports grew by 7% from C$2.2 to C$2.4 billion. It was due to the fact that domestic demand grew faster than exports. Canadas export partners were mostly industrialised market economies where agricultural activity is capital-intensive and reliant on advanced technology. The biggest trade recipients remained USA claiming 79% of Canadas exports, due to geographic proximity and NAFTA membership, allowed Canada to remain the USAs primary import partner in agricultural equipment. As for 2013, Canadian soil preparation machinery and harvesting and threshing machinery each accounted for a third of agricultural and forestry machinery imports to the US. 2013 was a year of innovations in agricultural and forestry machinery industry[GL17] with breakthrough in precision farming. New ways at improving tillage by introducing tools capable of variable-rate tillage, vertical tillage and improved residue management, was leading innovation. Other significant areas of innovation were: equipment of smaller magnitude, directed at easier way to transport and to let tractors and planters achieve higher speed[GL18]. Decreasing number of farms, but ever expanding in size has been long lasting trend in Canada, bigger farms are capable of buying more expensive and sophisticated machinery. In addition to that, StatsCan also found a shift away from livestock-based farms to crop-based operations, such farms require more machinery to be ran efficiently than livestock-based. Naturally large corporations in machinery industry were more successful in satisfying demand for such equipment, due to high capital requirements, massive fixed costs and the importance of economies of scale. Smaller firms were able to compete in agricultural and forestry machinery industry by capitalizing their sales by offering specialised equipment such as tractor attachments to smaller farmers, who were trying to compete with bigger farmers as well. [G19] Production volume expanded by 14%, leading to stunning increase in profit by 20% over 2013, was among the largest among developed countries. Comparing to a profit margin of USA, which increased by moderate 4% but remained high, outperforming such countries as Italy, France, Germany and the UK. [GL20] Due to the rising popularity of precision-farming technologies, which started in 2011, top agriculture machinery manufacturers started to employ more professionals to create and develop more state-of-art [GL21]data hosting technologies, cloud-based applications, and other modern solutions. This translated into boost in wages, to attract best qualified personnel through 2012 and 2013. These strategies as well as 7% increase in number of employees, led to 6% increase of turnover per employee. [GL22] Competitive Landscape They all manufacture agricultural machinery? But how are they different? What kind of machinery? The industry of agricultural and forestry machinery was becoming more concentrated in production terms with five leading entities Buhler Industries Inc., John Deere Ltd., CNH Canada Ltd., Bourgault Industries Ltd., and La Coup Purdel in 2013. Majority of enterprises operated in the industry were micro-sized and small, mainly producing specialised equipment such as tractor attachments. Due to high capital requirements, massive fixed costs and the importance of economies of scale, the bigger share of turnover was captured by the largest producers. Buhler Industries Inc is headquartered in Winnipeg, Manitoba, Canada, manufacturer and distributor of agricultural equipment. Factories in Morden and Winnipeg, MB, Salem, SD, Willmar, MN and Fargo, ND, build tractors, front-end loaders, augers, compact implements and more. Buhler Industries maintains several well-stocked parts warehouses. 2007, Combine Factory Rostselmash Ltd, a major combine manufacturer located in Rostov-on-Don, Russia, acquired 80% of the common shares of Buhler Industries. With additional investment in engineering, research and development and production, the company is moving forward. The dealer / distribution network in North America remains unchanged, but the Rostselmash network of more than 200 dealers in Russia, Ukraine and Kazakhstan now has access to the products built by Buhler Industries. 2013 marked the launch of a highly anticipated product known as the Versatile DeltaTrack. The new Versatile 260, 290 and 310, a front-wheel assist fixed frame tractor, entered production. This interim Tier 4 compliant tractor features a Cummins QSL 9.0 mated to a 16-speed powershift transmission. This new row crop tractor uses the Versatile HQ cab, the biggest cab in the agriculture industry, featuring new ergonomic controls and unmatched visibility and comfort. News? CHN Canada Ltd. is a company based in Saskatoon, Canada, which produces industrial and commercial machinery products, including farm machinery and equipment. CNH has earned a reputation for product quality and superior design in seeding, tillage and chemical application equipment. In particular, air seeding systems stand alone in terms of innovation, efficiency and effectiveness[GL23]. News? John Deere Ltd. is a company based in the Canada, which design, manufacture and distribute agricultural and construction equipment, turf and forestry equipment and additional supporting businesses Financial Services, Power Systems, Parts Services, and the Intelligent Solutions group. John Deere Ltd., future plans are to expand globally with a focus on six key areas the United States and Canada, Europe, Brazil, Russia, India, and China. News? Bourgault Industries Ltd. is a company based in the St. Brieux, Saskatchewan, Canada, which design, manufacture and distribute farm equipment. Bourgault Industries Ltd. is the world leader in air seeder technology. In 2011 company introduced Model 7950 air seeder, with four main tanks totalling 34 000 litres and full inter-tank flexibility that Bourgault air seeders are renowned for. News? Prospects The industry for agriculture and forest machinery is expected to enjoy a moderate 3% growth of turnover in 2014. The 2015 Canadian Agricultural Outlook projects that net income for Canadian farmer will continue to grow in 2014. In addition to that sizable gains realised during 2012 and 2013, and modest global demand for agriculture equipment, are anticipated to sustain demand for agricultural and forestry machinery in 2014. Talk about continuous decrease in subsidies Talk about how usa agricultural sector is projected to expand and have positive growth on exports Talk about sift towards grain farming rather than live stock, this type of farming should be requiring more machinery to process land ( my guess) can we confirm? In the medium and long term prospects for Canadas agriculture and forestry machinery producers are positive, particularly in terms of foreign opportunities. Growing demand for food and rising crop prices are set to fuel farm income worldwide and spur robust demand for advanced agricultural equipment. The necessity for cutting-edge machinery will be particularly high in regions characterised by rapid urbanisation and declining crop-land areas, as well as emerging markets in Eastern Europe and Africa, where consolidation will make capital investments more attractive and attainable. Application of new technologically-innovative farming practices, such as precision farming, is expected to fuel demand for agricultural equipment over the forecast period. which will as well drive the turnover of the industry under review. Demand for precision farming equipment is predicted to grow over the forecast period as young and open to what tech has to offer farmers continue to enter the national agriculture industry.[GL24] Competitive Landscape (2012) CNH Canada Ltd is a Canada-based subsidiary of CNH Global NV, which is majority owned by Fiat SpA. CNH manufactures and markets agricultural and construction equipment with 37 manufacturing facilities located throughout Europe, North America, Latin America and Asia. In Canada the company operates a manufacturing centre in Saskatoon, SK, where it employs around 700 full-time workers. CNH Global NV operates through 11,300 dealers in approximately 170 countries and employs around 28,800 workers globally, with 9,900 in North America. Buhler Industries Inc is a Canadian company owned by Novoye Sodruzhestvo Industrial Group, which manufactures and sells agricultural equipment. Among the company’s products are tractors, self-propelled and pull-type sprayers, front-end loaders, grain augers, snow blowers, tillers, finishing mowers, feed processing equipment, seeding and tillage equipment, hay and forage equipment, among others. Buhler Industries Inc has several manufacturing plants in Morden and Winnipeg (Manitoba), Vegreville (Alberta), as well as sites in the US in Fargo (North Dakota), Salem (South Dakota) and Willmar (Minnesota). The company employs more than 1,000 workers in North America. John Deere Ltd is a Canadian subsidiary of Deere Co, which is an American company specialised in the manufacture of construction equipment, farm and turf equipment and forestry equipment. The company offers such products as loaders, combines, corn pickers, cotton and sugarcane harvesters, tillage, seeding and application equipment. It owns 19 plants in the US and Canada and plants in Brazil, China, France, Germany, India, Israel, Mexico, and other countries around the world. MacDon Industries Ltd is a Canada-based company which designs, manufactures and sells harvesting equipment. Among the company’s products are self-propelled windrowers and headers, pull-types for hay, draper headers for combines and pick-up headers. MacDon Industries Ltd operates a manufacturing facility in Winnipeg, Manitoba, Canada, which occupies over 600,000 square feet of building space. Bourgault Industries Ltd is a company based in Canada, which designs, manufactures and sells agricultural equipment. Among the company’s products are air seeders, air drills, tillage units, harrows, packers, fertiliser application systems, and others. [1] A Source [G1]Per ilga antraste [GL2]No companies. Unless its an important merge or news which is important to overall industry. In this case only one company news would come to head line. Not a summary list. [GL3]If its meant to be market grew more than production? I think that reasons are confusing. I can not see the numbers but it seems like a. market is driven by local demand b. production by exports and market? If yes , I agree the statement is lacks strength in logic [G4]What year? I would suggest explaining what is the difference. [G5]When? [G6]Is a new trend, still applicable to 2013? I would expect to read about it later in the txt, where a comparison is done of average farm size e.g. in year x versus 2013. [GL7]to try to give an evaluation – is what does this number represent. E.g. is it more than e.g. usa or some other big nation. In general.. [G8]Repetitive, combine withe the 2nd point Maybe clean up some facts but leave the size info. [GL9]I guess I want to see movement but simple fact of how different it is from 2012 more less would be enough. [G10]Very important point. More important than harvest, or land are. à ¯Ã‚ Ã…   SO first, cutting subidies, decond, agricultural loans. The interesting things is how come with subsidies down investment grew that much? But I guess it’s a controversy which is difficult to answer. One would expect a jump in loans,. Even then, subsidies declined 2 bil, while there is 100 000 of loans, not even close to compensate. [G11]Imports? [G12]Not sure, quite weak argument, I agree, its enough in terms of us. Unless he would be listing the companies and brands and new real products introduced. I would love toread about precision faring. Which company is has offered such farming machinery in 2013 , it would be a good illustraiont [G13]Gaun, repetitive. If you want to say it, add it above/ . I guess agree . I would say add that his buyers analises is strong enough, no need to empty talk on sectors. [GL14]Who’s [GL15]Sounds like an advertising slogan. I doubt that Canadian machinery is that special, and if it is, you have to tell what specific machinery or something is that important/demanded. [GL16]Since market is already analysed, in this case export is second most important factor to be analysed and presented in the production sector. I would doubt the analytical need to analyse export share change. Its enough to say its curtail, and it grew a little less by (something, not share) this time than local market. In the intro though always clearly state if local production is driven by export growth or local market , in this case its local market. Yet exports remain curtail as its half of revenues. [GL17]This argument needs support and examples. E.g. this this company, designed,/introduced and etc. Please expand this point. [GL18] [G19]Labiau prie market tinka I would delete it, the only interesting thing here that I found interesting is livestock-based farms to crop-based operations, this is important and should be mentioned in bueyrs. ( or agricultural analyses of the market) However, I do not see that text after that translates into explanation what it meant for producers.I would say its just a good fact to add to the positive facts of increasing size of farms, and good crop prices. [GL20]Descriptive. [GL21]ADVERTISING [GL22]GUESSING [GL23]Not a commercial. â€Å"earned a reputation for product† doesn’t fir [GL24]Not clear what and why? General remarks: The sources should be added The way we do it is like this[1] Also, since there are now sources, I cannot check how valid are your points It is always better to talk about the movement rather than static: E.g. the point with loans. Less loans, more loans than in 2012 (2011, 2012)? What is the trend, and this trend is the result of what? (not just 2013) With agricultural land. Increasing? Decreasing? The trend. Hard to understand the main story (and I think it is more related to the loans, and cutting of subsidies than with rich harvest) I am also adding the competitive landscape from last year, so you can finish the company you didn’t know. Headlines Market for agricultural and forestry machinery grows 15% in 2013 due to increasing capacities of domestic and main import/export partner USA farms and consequently high farm incomes that encourage farmers to invest in agriculture machinery.[G1] Industry increasingly concentrated, with top 5 companies: Buhler Industries Inc., John Deere Ltd., CNH Canada Ltd., Bourgault Industries Ltd., La Coop Purdel increasing their revenue Government gives loans and insurance incentivise farmers to buy new equipment or update old machines[GL2] Domestic market grows slightly more than sales over 2013, mainly due to cost savings arising from adoption of innovative technologies[GL3] Maybe a point about cutting government subsidies Loans Something from production, like innovation trend or demand abroad for Canadien machinery ( I still didn’t get why exactly is the Canadian machinery demanded) Industry set to see 3% turnover growth in 2014 due to accelerating mechanisation and adoption of precision farming in agriculture, coupled with strong USA demand for Canadian-made machinery Market Trends The Canadas market for agricultural and forestry machinery was valued C$5.4 billion in 2013, up by astounding 15% from 2012. Year-on-year [G4]market growth was mainly attributed to the agriculture industry and its growing automation, while increasing application of innovative products such as precision farming equipment also had a positive impact. Farms sought to increase production capacity and capture the benefits of high revenue coming from high crop prices. [G5]Furthermore, major what? trends in Canada and other high-income countries included a reduction in the number but growth in the size of farms[G6], which fuelled demand for sophisticated agricultural equipment. Farm size in Canada is growing similar to other high 0 income countries, which fuels demand for sophisticated agricultural machinery. The agriculture industry was main buyer of agricultural and forestry machinery in 2013, including both purchases for investment and business purposes. There were around 200 000 farms operating in Canada in 2013, with more than 51 million hectares of agricultural land classified as dependable agricultural land [GL7]. An excellent 2013 key grains such as and oilseeds harvest in Canada was a main contributor for strong which sector performance. Consequently, net farm incomes in 2013 were as high as in 2012 , fuelling investment in capacity expansion, which led to 12% growth of agriculture sector spending for investment and business purposes. High agriculture revenue and consequent spending on agricultural and forestry machinery was a result of several key factors. Primarily, favourable weather conditions , translated in record 2013 crop production and allowed farmers to capitalise on higher crop prices, which remained high till the end of the year. In addition to that, although the number of farms in Canada is steadily falling since 2006 (taking in to perspective from 2006 to 2011 it fell 10.3% or by 24 thousand farms), they are getting bigger, which resulted in economies of scale and capital concentration. This naturally allowed greater spending on state-of-the-art agricultural equipment, adoption of precision farming, the use of new technologies to optimize agricultural yields and reduce costs. Precision farming employs innovations such as global positioning systems for vehicle and row tracking that allow farmers to use previous yield information and soil resistivity data to minimise planting overlaps.[G8] Farm credit approved 47 046 new loans in 2012-13, with average size of loan approved rising to C$162.406, giving farmers incentive to acquire new equipment. [GL9] However federal program payments, which include primarily payments made directly to agricultural sector? producers, were set to decrease from C$1.3 billion in 2012, to C$1.2 billion in 2013 and during the same 2 year period, provincial program payments were also set to decrease from C$ 1.6 to C$1.5 billion[G10]. In 2013 majority over 59% of domestic market demand was accounted for by foreign producers. Primarily from USA , which claimed 70% of all domestic market demand. [G11]Innovative technological advancements related to precision farming equipment, new advanced agriculture tractors and soil preparation machinery, backed by geographic proximity and NAFTA membership, allowed USA to remain Canadas most import partner in agricultural machinery. Meanwhile, second Canadas foreign supplier Germany, managed to increase its market share from 8% in 2012 to 9% in 2013. This can be attributed to record high farm incomes in Canada and farmers, who valued Germanys reputation as a producer of high-end agricultural machinery. This fostered demand for made-in-Germany machinery. [G12] Agricultural tractors were most demanded machinery in the market, accounting for 34% of the demand in 2013, increasing from C$1.6 billion in 2012 to C$1.8 billion by 10%, while harvesting and threshing machinery increased by 13% from C$1.3 to C$1.4 billion, which respectively accounted 26% of the demand in 2013. This increase of demand for the machinery can be explained by excellent 2012 year for farmers, who were able accumulate profit and bright expectations, that in 2013 grain production increase to 97 million tonnes, compared to 77 million tonnes, encourage farmers to plan ahead and to invest in new agricultural tractors, harvesting and threshing machine

Swot Analysis of Mercury Drug Store

Questions ON PROBLEM 1 a. Determine the depreciation associated with the new equipment, as well as the unused depreciation on the old equipment. b. Determine the cash inflows (after depreciation and taxes) associated with the new equipment. c. Determine the cash outflows associated with the equipment. Show each of the items that would appear in the T-account. Then show both the cash inflows and cash outflows in the T-account. d. Determine (1) the net present value, (2) the profitability index, (3) the internal rate of return, and (4) the payback period of the proposed project. DEPRECIATION USING MACRS TABLE (NEW EQUIPMENT) ST YR 75,000. 00 X 33. 33% = 24,997. 50 2ND Yr 75,000. 00 x 44. 45% = 33,3337. 50 3rd Yr. 75,000. 00 x 14. 81 % = 11,107. 50 4th yr 75,000. 00 x 7. 41 % = 5,557. 50 DEPRECIATION USING MACRS TABLE (NEW EQUIPMENT) 1ST YR 50,000. 00 X 33. 33% = 16,665 2ND Yr 50,000. 00 x 44. 45% = 22,225. 00 3rd Yr. 50,000. 00 x 14. 81 % = 7,405. 00 4th yr 50,000. 00 x 7. 41 % = 3,705 . 00 16,665. 00 + 22,225. 00 + 7,405. 00 = 46,295. 00 16,665. 00 + 22,225. 00 + 7,405. 00 = 46,295. 00 50,000. 00 – 46,495 = 3,705. 00 Unused Depreciation on old equipmentCASH INFLOWS/CASH OUTFLOWS FOR NEW EQUIPMENT 1ST YEAR TOTAL SAVINGS 30,000. 00 Less: Depreciation Expense 24,997. 50 Freight Expense 5,000. 00 Working Capital 3,000. 00 32,997. 50 Income before Tax ( 2,992. 500 ) VVVVVVVVVVVV 2nd YEAR TOTAL SAVINGS 30,000. 0 Less: Depreciation Expense 33,337. 50 Working Capital (30,000 x 12%) 3,600. 00 36,937. 50 Income before Tax ( 6,937. 50) Vvvvvvvvvvv 3rd YEAR TOTAL SAVINGS 30,000. 00 Less: Depreciation Expense 11,107. 50 Working Capital (30,000 x 12%) 3,600. 0 14,707. 50 Income before Tax 15,292. 50 Income Tax (15,292. 50 x 30%) 4,587. 50 NET INCOME 10,705. 00 VVVVVVVVV 4TH YEAR TOTAL SAVINGS 20,000. 0 Less: Depreciation Expense 5,557. 50 Working Capital (20,000 x 12%) 2,400. 00 7,957. 50 Income before Tax 12,042. 50 Income Tax (12,042. 50 x 30%) 3,612. 75 NET INC OME 8,429. 5 VVVVVVVVV C A S H FLOW _____________________________________ CASH IN : CASH OUT 30,000. 00 : 75,000. 00 30,000. 00 : 5,000. 00 30,000. 00 : 3,000. 00 20,000. 0 : 3,600. 00 : 3,600. 00 : 4,587. 50 : 3,612. 75 Totals 110,000. 00 : 98,400. 25 Vvvvvvvvvv vv vvv vvv NET PRESENT VALUE: P 1,500. 00 SINCE MACHINE IS FULLY DEPRECIATED PROFITABILITY INDEX/INTERNAL RATE OF RETURN 1ST YEAR – NONE ND YEAR – NONE 3RD YEAR – 10,705. 00 / 30,000. 00 = 36% 4TH YEAR – 8429. 75 / 20,000. 00 = 42% Payback period starts on the 3RD YEAR†¦.. QUESTIONS ON PROBLEM 2 a. Determine the depreciation associated with the new equipment, as well as the unused depreciation on the old equipment. b. Determine the cash inflows (after depreciation and taxes) associated with the new equipment. c. Determine the cash outflows associated with the equipment. Show each of the items that would appear in the T-account. Then show both the cash inflows and cash outflows in the T-a ccount. d.Determine (1) the net present value, (2) the profitability index, (3) the internal rate of return, and (4) the payback period of the proposed project. DEPRECIATION USING MACRS TABLE (NEW COMPUTER) 1ST YR 83,000. 00 X 20% = 16,600. 00 2ND Yr 83,000. 00 x 32% = 26,560. 00 3rd Yr. 83,000. 00 x 19. 20 % = 15,936. 00 4th yr 83,000. 00 x 11. 52 % = 9,561. 60 5TH YEAR 83,000. 00 X 11. 52% = 9,561. 60 6TH YEAR 83,000 X 5. 76% = 4,780. 80 TOTAL P 83,000. 00 DEPRECIATION USING MACRS TABLE (OLD COMPUTER) 1ST YR 97,000. 00 X 20% = 19,400. 00 2ND Yr 97,000. 00 x 32% = 31,040. 0 3rd Yr. 97,000. 00 x 19. 20 % = 18,624. 00 4th yr 97,000. 00 x 11. 52 % = 11,174. 40 5TH YEAR 97,000. 00 X 11. 52% = 11,174. 40 6TH YEAR 97,000 X 5. 76% = 5,587. 20 TOTAL P 97,000. 00 UNUSED DEPRECIATION OF OLD COMPUTER IS 5,587. 50 CASH INFLOWS/CASH OUTFLOWS FOR NEW EQUIPMENT 1ST YEAR TOTAL SAVINGS 20,000. 00 Less: Depreciation Expense 16,600 Electrical Wirings 2,300. 0 Working Capital 3,500. 00 22,400. 00 I ncome before Tax ( 2,400,00 ) VVVVVVVVVVVV 2nd YEAR TOTAL SAVINGS 20,000. 00 Less: Depreciation Expense 26,560. 0 Working Capital (20,000 x 14%) 2800. 00 29. 360. 50 Income before Tax ( 9,360. 50) Vvvvvvvvvvv 3RD YEAR TOTAL SAVINGS 20,000. 00 Less: Depreciation Expense 15,936. 00 Working Capital (20,000 x 14%) 2800. 00 18,736. 0 Income before Tax 1,264. 00 Income Tax (1,264. 00 x 35%) 442. 40 NET INCOME 821. 60 VVVVVVVV 4thYEAR TOTAL SAVINGS 20,000. 00 Less: Depreciation Expense 9,561. 0 Working Capital (20,000 x 14%) 2800. 00 12,361. 60 Income before Tax 7,638. 40 Income Tax (7638. 40 x 35%) 2,673. 44 NET INCOME 4,964. 96 VVVVVVVV thYEAR TOTAL SAVINGS 20,000. 00 Less: Depreciation Expense 9,561. 60 Working Capital (20,000 x 14%) 2800. 00 12,361. 60 Income before Tax 7,638. 40 Income Tax (7638. 40 x 35%) 2,673. 44 4,964. 96 vvvvvvvvv thYEAR TOTAL SAVINGS 20,000. 00 Less: Depreciation Expense 4,780. 80 Working Capital (20,000 x 14%) 2800. 00 7,580. 80 Income before Tax 1 2,419. 20 Income Tax (12419. 20x 35%) 4,346. 72 NET INCOME 8,072. 48 VvvvvvvvC A S H FLOW _____________________________________ CASH IN : CASH OUT 20,000. 00 : 83,000. 00 20,000. 00 : 2,300. 00 20,000. 00 : 3,500. 00 20,000. 00 : 2,800. 00 20,000. 0 : 2,800. 00 20,000. 00 : 442. 40 : 2,800. 00 : 2,673. 44 : 2,800. 00 : 2,673. 44 : 2,800. 00 : 4,346. 2 Totals 120,000. 00 : 112,936. 00 Vvvvvvvvvv vv vvv vvv NET PRESENT VALUE: P 4,500. 00 SINCE MACHINE IS FULLY DEPRECIATED PROFITABILITY INDEX/INTERNAL RATE OF RETURN 1ST YEAR – NONE 2ND YEAR – NONE 3RD YEAR – 821. 60 / 20,000. 00 = 4% 4TH YEAR – 4964. 96 / 20,000 = 25% 5TH YEAR – 4964. 96 / 20,000 = 25% 6TH YEAR – 8072. 48 / 20,000 = 40% Payback period starts on the 3RD YEAR†¦.. Enmar (NICO) P. Matuguinas BSBA_Marketing Management 3rd