A case study. Journal of the International Academy for Case Studies

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Read the case study indicated below, and answer the following questions:

 

James, M. L. (2010). Accounting for business combinations and the convergence of International Financial Reporting Standards with U.S. Generally Accepted Accounting Principles: A case study. Journal of the International Academy for Case Studies, 16(1), 95-108.

 

1. What key financial ratios will be affected by the adoption of FAS 141R and FAS 160? What will be the likely effect?

2. Could any of the recent and forthcoming changes affect the company’s acquisition strategies and potentially its growth?

3. What were FASB’s primary reasons for issuing FAS 141R and FAS 160?

4. What are qualifying SPEs? Do they exist under IFRS? What is the effect of FAS 166 eliminating the concept of qualifying SPEs on the convergence of accounting standards?

5. If the company adopts IFRS, what changes should management be aware of?

6. What are the principle differences between IFRS and U.S. GAAP?

7.

Your submission should be a minimum of three pages in length in APA style; however, a title page, a running head, and an abstract are not required. Be sure to cite and reference all quoted or paraphrased material appropriately in APA style.

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

Accounting for business combinations and the convergence of international financial reporting standards with U.S. generally accepted accounting principles: a case study.

Authors:

James, Marianne L.

Source:

Journal of the International Academy for Case Studies. 2010, Vol. 16, Issue 9, pages. 14

Publisher Information:

Jordan Whitney Enterprises, Inc., 2010.

Publication Year:

2010

Subject Terms:

Financial statements — Standards

Subject Geographic:

United States

Description:

CASE DESCRIPTION The primary subject matter of this case concerns changes in accounting for business combinations and the convergence of International Financial Reporting Standards (IFRS) with U.S. Generally Accepted Accounting Principles (GAAP). The case focuses on the effect of the changes on financial statements of global entities, as well as strategic decisions made by company executives. Secondary, continuing significant differences between U.S. GAAP and IFRS and future potential developments in accounting for consolidated multinational entities are explored. This case has a difficulty level of three to four and can be taught in about 50 minutes. Approximately three hours of outside preparation is necessary to fully address the issues and concepts. This case can be utilized in an Advanced Accounting course, either on the graduate or undergraduate level to help students understand changes in and differences between U.S. GAAP and IFRS. Two sets of questions address U.S. GAAP and IFRS and include researchable questions that are especially useful for a graduate level course. The case has analytical, critical thinking, conceptual, and research components. Utilizing this case can enhance students’ oral and written communication skills. CASE SYNOPSIS Financial reporting in the U.S. is changing dramatically. Consistent with the Securities and Exchange Commission’s proposed “Roadmap” (SEC, 2008), the U.S. likely will join the more than 100 nations worldwide that currently utilize International Financial Reporting Standards (IFRS), and require the use of IFRS in the U.S. Because of the globally widespread use of IFRS, multinational entities with subsidiaries that prepare IFRS-based financial statements already have to be knowledgeable about IFRS as well as the current differences between U.S. GAAP and IFRS. Fortunately, the Financial Accounting Standards Board (FASB) and the International Accounting Standards Board (IASB) are working together to bring about convergence between the two sets of accounting standards. Recently, FASB and the IASB issued new and revised several existing standards that eliminate many differences between U.S. GAAP and IFRS with respect to business combinations and consolidated financial statements. However, some significant differences persist. Until the SEC makes a final decision regarding the mandatory use of IFRS, and during the proposed multi-year transition period, current and future accounting professionals must continue to keep abreast of changes in U.S. GAAP, be knowledgeable about differences between U.S. GAAP and IFRS, and, at the same time, prepare for the likely transition to IFRS. In addition, company executives should be cognizant of developments that may affect their strategic decisions as the U.S. moves toward a likely adoption of IFRS during the next five years. This case focuses on the effect of changes in financial reporting for business combinations. Changes as well as continuing differences between U.S. GAAP and IFRS are explored. Secondarily, strategic decisions arising from the changes and the likely future adoption of IFRS are addressed. This case, which can be utilized in Advanced Accounting on either the graduate or undergraduate level can enhance students’ analytical, technical, critical thinking, research, and communication skills.

Document Type:

Case study

Language:

English

ISSN:

1078-4950

Rights:

Copyright 2010 Gale, Cengage Learning. All rights reserved. COPYRIGHT 2010 Jordan Whitney Enterprises, Inc.

Accession Number:

edsbig.A243526770

Database:

Business Insights Global

 
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Electronic Commerce

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Assignment Format

Format Requirements

Use the following format requirements on all submissions.

Writing Style APA (American Psychological Association)   Note: To find detailed information on APA manuscript style guidelines on the Internet, go to www.apastyle.org.   Margins 1” all sides   Paragraphs The entire document should be double-spaced on standard-sized paper (8.5″ x 11″)   Headings Bold   Type Style and Size Times New Roman, 12 point   Software MS Word

Directions: Be sure to make an electronic copy of your answer before submitting it for grading. Unless otherwise stated, answer in complete sentences, and be sure to use correct English spelling and grammar. Sources must be cited in APA format. Your response should be four (4) pages in length; refer to the “Assignment Format” page for specific format requirements.

Read the case eBay Evolves on pp. 762-765 of your text. Respond to the following.

Part A: List and describe four different types of auctions.

Part B: Contrast eBay’s original business model with its current business model.

Part C: What are the problems that eBay is currently facing? How is eBay trying to solve these problems?

Part D: Are the solutions eBay is seeking to implement good solutions? Why or why not? Are there any other solutions that eBay should consider?

Part E: Who are eBay’s top competitors online, and how will eBay’s strategy help it compete?

Pg. 762 -765

CHAPTER 11 Social Networks , Auctions , and P ortals CHAPTER 11 Social Networks , Auctions , and P ortals CASE STUD Y eBay Evolves F

ounded in 1995 as an offbeat, quirky place to buy and sell almost anything via online auctions, eBay now derives the majority of its revenue from traditional e-commerce. Over the past ten years, the company has steadily transformed its business model away from its initial auction-based model and towards the

fixed-price model popularized by Amazon. After rapid early growth, eBay struggled from 2007 to 2009. For many buyers, the

novelty of online auctions had worn off, and they were returning to easier and simpler methods of buying goods from Amazon and other fixed-price retailers, which, by com-parison, had steady growth during the same time period. Search engines and comparison shopping sites were also taking away some of eBay’s auction business by making items easier to find on the Web. Former CEO John Donahoe instituted an ambitious three-year revival plan that moved eBay away from its origins as an online flea market, and at first it began to resemble an outlet mall where retailers sold out-of-season, overstocked, refurbished, or discontinued merchandise. From there it was a straightforward progression to partnering with retail chains to simply serve as another channel for current merchandise. Today, 80% of eBay’s listings are brand new, and eBay has 1.1 billion live listings.

Pg.763

The small sellers who had driven eBay’s early growth were encouraged to shift away

from the auction format and move toward the fixed-price sales model. The fee structure was adjusted, listing fees for fixed-price sales were lowered, improvements were made to the search engine, and rather than displaying ending auctions first, a formula was devised that took into account price and seller reputation so that highly rated merchants appeared first and received more exposure. The hundreds of thousands of people who supported themselves by selling on eBay and many millions more who used eBay to supplement their income were unhappy with the change, and analysts’ faith that Donahoe could turn things around dwindled as its stock continued to drop. However, eBay’s purchase of PayPal in 2002 helped it survive these lean years, with

PayPal accounting for as much as 40% of eBay’s revenues in some years. eBay also was very quick to embrace the mobile platform, even before the iPhone hit the market. This prescience resulted in eBay achieving its 100 millionth app download and 100 millionth mobile listing relatively early on, in 2012. Dating back to 2010, eBay has acquired many startup companies specializing in mobile technologies, including RedLaser, CriticalPath, Zong, Fig Card, Braintree, and many more. eBay has also been quick to develop apps for wearable devices, including an app for the Apple Watch that allows users to see an overview of their notifications and bid statuses and a version of its Marketplace app for Android Wear devices. In 2016, eBay redesigned its core mobile platform and added biometric touch identification support. Over 50% of eBay’s business now involves a mobile device, and the company continues to make improvements to the mobile experience on many platforms and across all of its different services. eBay’s embrace of the mobile platform has helped to stabilize the company during its transition to the fixed-price sales model. The company says that it receives 10 million new mobile listings each week in 2017.

In 2017, the company has continued the process of modernizing its platform with

analytical tools. Beginning in 2016, eBay has started to convert its catalog of items from its traditional unstructured “listing” format, where two identical items can appear totally different to shoppers, to a structured data format. This will allow eBay to more easily gain information about different items and about purchasing trends, and also helps its product pages perform better in Google searches. eBay is also using machine learning to customize, update, and generally improve its product pages, as well as to fine-tune its search capability beyond simply matching search terms with keywords and tags. To support these efforts, the company purchased machine-learning startup SalesPredict, whose technology helps businesses predict consumer buying behavior and sales conver-sion. The company’s revamped Seller Hub will also offer many of these analytical tools and metrics to individual sellers, including inventory, order, and listing management, performance insights, and streamlined business process management. eBay has also redesigned its site interface to emphasize images over text and to

allow users to perform visual searches for the items they are interested in. In 2016, eBay purchased visual search engine startup Corrigon, whose technology allows shoppers to click on items within an image to search for items on eBay that best resemble that item. In 2017, the company announced two new types of image search, one where you can take a picture or upload a picture from a smartphone to find items that match the photo, and the other, called Find it on eBay, which allows users to do the same type of search with images found on the Web or on social media. Machine learning powers these techniques

763

SOURCES: eBay Launches New Dedicated Music Marketplace,” by Ben Homewood, Musicweek.com, September 7, 2017; “Is eBay Stoc

 

Pg. 764

 

764 CHAPTER 11

a Buy?,” by John Ballard, Fool.com, September 1, 2017; “How eBay Offers a Personalized Mobile Experience with AI,” by Daniela Forte, Multichannelmerchant. com,August 22, 2017; “Facebook Adds eBay’s Daily Deals to its Marketplace on Mobile,” by Sarah Perez, Techcrunch.com, August 15, 2017; “eBay to Launch Visual Search Tools for Finding Products Using Photos from your Phone or Web,” by Sarah Perez, Techcrunch. com, July 26, 2017; “Ebay’s Gross Merchandise Sales, 2012–2016,” by Fareeha Ali, Digitalcom-merce360.com, July 21, 2017; “For eBay, AI is Ride or Die,” Venture-beat.com, July 8, 2017; “Ebay’s Homepage Is for Everyone,” Ebayinc.com, June 28, 2017; “Ebay Accused of Failing Its Sellers as Fraudulent Buyers Manipulate the System,” by Anna Tims, The Guardian, May 21, 2017; “EBay Jumps into the Faster Delivery Race,” by Fareeha Ali, Digitalcom-merce360.com, March 20, 2017; “eBay’s New High-End Furniture Shop, eBay Collective, Includes a Visual Search Engine,” by Sarah Perez, Techcrunch.com, October 17, 2016; “eBay Acquires Visual Search Engine Corrigon for Less Than $30M,” by Ingrid Lunden, Tech-crunch.com, October 5, 2016; “What eBay’s Machine Learning Advances Can Teach IT Profes-sionals,” by Charles Babcock, Information Week, September 6, 2016; “At eBay, Machine Learning Is Driving Innovative New Approaches to Search Experi-ences,” by Sebastian Rupley, Ebayinc.com, August 22, 2016; “Ebay’s Seller Hub Now Live for All U.S. Sellers,” by Shan Vosseller, Ebayinc.com, August 10, 2016; “EBay’s Mobile App Wraps In One Time Password, Touch ID, and Android Wear Support,” Ebayinc. com. “EBay Completes the Acquisition of SalesPredict,” Ebayinc.com, July 22, 2016; “One Year In, Building eBay for the Future,” by Devin Wenig, Ebayinc. com, July 20, 2016; “Replatforming eBay: How We Are Delivering the Shopping Destination of Choice,” by Steve Fisher, Ebayinc.com, July 14, 2015; “Here’s Why eBay is Acquiring SalesPredict,” Forbes, July 14, 2016; “How eBay is Advancing New Shopping,

Social Networks , Auctions , and P ortals

as well, and eBay expects that its image search capability will become more and more accurate as more shoppers use the technique to find products. eBay has also incorporated similar AI and machine learning techniques in other areas of its business, including its newly launched eBay ShopBot, a personalized shopping assistant that allows customers to text, talk, or provide a picture of a desired item. ShopBot will ask users questions and then generate what eBay hopes will be highly accurate recommenda-tions. In 2017, eBay also announced that it would offer the ability for prospective buyers of an item to ask questions that other purchasers of that item can answer. Machine learn-ing techniques will identify experienced buyers who are best able to answer the question, and as more questions are asked, the system will improve at prioritizing good questions and finding appropriate people to answer them. eBay has also dramatically improved the accessibility of its site, which can now be navigated without a mouse and is far easier to use with screen-reading software used by visually impaired shoppers. eBay’s continued revitalization is not without challenges. In 2014, eBay was the victim

of a hacking attack that compromised the information of nearly 150 million of its custom-ers. Paypal was unaffected, and the company doesn’t believe that any financial informa-tion was stolen, but the incident underscored the need for eBay to remain vigilant with its security measures. eBay sales decreased steeply in the wake of the breach, dropping 5.4% in 10 days. The company has also rededicated itself to cracking down on fraud on the part of both buyers and sellers. To limit seller fraud, eBay is now authenticating items that are commonly counterfeited, such as handbags, footwear, and jewelry. Sellers can pay for the authentication service to increase their appeal to buyers, and buyers can pay to guarantee that their purchase will be voided if the product turns out to be counterfeit. Sellers are also hoping that the company will do more to prevent buyer fraud in the near future. In 2015, eBay elected to spin off PayPal as its own separate company, leaving eBay

with its Marketplaces segment, its StubHub ticket sales segment, and a handful of other business units. Although Donahoe and the rest of eBay’s leadership had resisted a spinoff for years, the move was prompted by a desire for PayPal to distinguish itself from eBay and become more agile within the rapidly developing marketplace of online payments. Donahoe also stepped down as CEO of eBay to mark the move, with the former head of its Global Marketplaces unit, Devin Wenig, taking his place. As part of the split, eBay has agreed to route 80% of its sales through PayPal, but PayPal is free to pursue deals with other merchants, potentially boosting its market share even further. Many investors believed that PayPal had been the true driver of eBay’s bottom line.

But while analysts had prepared themselves for disappointing earnings after the spinoff, the company has instead posted several straight quarters of sales growth under Wenig as of 2017. eBay is on track to earn $9.5 billion in revenue in 2017, up from $9 billion in 2016. Although this isn’t the type of explosive sales growth that gets investors excited, it’s impressive from a company that some analysts weren’t sure would survive a decade ago. Despite Amazon’s ongoing dominance in online retail, eBay remains one of the most trusted online brands and e-commerce leaders, and it has worked hard to offer services that compete with Amazon, such as its eBay Plus program in Germany, which functions similarly to Amazon Prime, as well as its Guaranteed Delivery program, which ensures that 20 million of its top selling products will be delivered in 3 days or less or the buyer will receive coupons or full refunds. eBay has also partnered with Facebook to allow its

 

Pg. 765

 

eBay Daily Deals to appear on Facebook’s Marketplace platform, and launched a dedicated segment called the Entertainment Shop that offers music, books, movies, and games. eBay continues to market itself as a quirky alternative to Amazon, and after some ups and downs, the company appears to have found its niche.

 
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FIN/375 » Assignment / Financial Ratios

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Purpose of Assignment

This assignment helps you to explore financial ratios and compare your business financial health to similar organizations. There are two parts to this assignment.

Assignment Steps

Part I:

Review the assigned Moserk Company’s financial statements in the Financial Ratio Worksheet, and calculate the financial ratios for the assigned company’s financial statements.

Show all financial calculations in the Financial Ratio Worksheet included in the Student Materials.

Part II:

Write a 525- to 700-word summary of your Financial Ratio Worksheet analysis.

Explain the possible reasons for any differences between the company’s ratios and those of the industry average (cross-sectional).

Compare the calculated financial ratios against industry averages, and state possible reasons for the differences.

Format your paper consistent with APA guidelines.

Financial Ratio Worksheet

Financial Statements for Moserk Company
See further instructions below
Income Statement for year ending December 31st
Year
2018
Sales (Revenues) $119,299
Costs and Expenses:
Cost of Goods Sold 93,438
Operating, selling and admin expenses 9,358
Interest Costs:
Debt 555
Capital leases 229
Total Costs and Expenses 103,580
Income Before Income Taxes 15,719
Taxes 4,716
Net Income $11,003
______________________________________________________________________________
Balance Sheet for year ending December 31st
2018
Assets
Current Assets:
Cash and cash equivalents $1,447
Receivables 976
Inventories 16,497
Prepaid expenses and other 432
Total Current Assets 19,352
Property, Plant and Equipment, net 21,469
Property under Capital Lease, net 2,137
Other Assets and Deferred Charges 2,426
Total Assets $45,384
Liabilities and Shareholders’ Equity
Current Liabilities:
Total Current Liabilities $14,460
Long-Term Debt 7,191
Long-Term Obligations Under Capital Leases 2,483
Deferred Income Taxes and Other 809
Total Long-term Liabilities $10,483
Total Liabilities $24,943
Shareholders’ Equity
Private Common stock ($.10 par value; 2,241
issued and outstanding) $224
Capital in excess of par value 585
Retained earnings 19,632
Total Shareholders’ Equity 20,441
Total Liabilities and Shareholders’ Equity $45,384
Note — after the ratios have been calculated in this column below, save it to your hard drive, then attach and submit it as a part of the assignment.
Calculate Moserk Industry
Ratios to be calculated (show work) Ratios in this column Average
Current Ratio 1.34 2.10
Quick Ratio 0.20 0.75
Gross Profit Margin 21.68% 25.00%
Net Profit Margin 9.22% 10.00%
Debt Ratio (Debt to assets) 0.55 0.45
Debt Ratio (Debt to equity) 1.22 1.20
Times Interest Earned 21.05 15.00
ROA 24.24% 14.50%
ROE 53.83% 28.75%

Sheet2

Sheet3
 
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FedEx Office Case Study Analysis Submit Assignment

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Preview the document before you begin this exercise. The written submission is an internal report using professional business writing skills. The analysis should be in a business format with clearly identified sections and headings for each of the required evaluation areas as presented by your instructor in class.

SECTION 1 – SITUATION

  • Relevant facts – specify all of the relevant facts associated with the situation as outlined in the case study. Include facts for both the seller (FedEx Office) and the buyer (Global Training Associates). For FedEx Office this includes two parts – background and potential solutions. For Global Training Associates, this includes two parts – background and complete process for producing and shipping materials.
  • Situation Questions – After analyzing the relevant facts, submit four (4) or more Situation Questions which would uncover those facts in the sales call role play.

SECTION 2 – PROBLEMS

  1. Problems Analysis – identify and fully analyze  a minimum of four problems that the seller can solve.
  2. Problem Questions– After fully analyzing the problems, submit four (4) or more Problems Questions which would uncover those problems/needs in the sales call role play.

SECTION 3 – IMPLICATIONS

  1. Analysis of the Implications – specify and fully analyze a minimum of four implications related to the four problems analyzed in the previous section. Implications must be the future, more severe implications that will occur if the problems are not solved.
  2. Implication Questions– After fully analyzing the implications, submit four (4) or more Implication Questions which would uncover those future, more severe implications in the sales call role play.

SECTION 4  – FEDEX OFFICE SOLUTIONS

  • Potential FedEx Office solutions to the Global Training Associates’ problems – present and explain a minimum of four solutions that FedEx Office can offer to solve the Global Training Associates’ problems. Each solution must fully explain how it solves the problem and be supported with specific FedEx Office features.

SECTION 5  – BENEFITS

  1. Benefits of the potential FedEx Office solutions – Identify and fully explain a minimum of four benefits that the Global Training Associates will experience as a result of implementing the FedEx Office’s solutions. Identify the benefiting party – Global Training Associates company, Global Training Associates corporate employees, Global Training Associates trainers, or Global Training Associates clients.
  2. Need-Payoff Questions – After fully presenting the solutions and benefits, submit four (4) or more Need-Payoff Questions which would move the customer towards agreement to the solutions in the sales call role play.

SECTION 6 –  Current Revenue Loss and Quantify Future Revenue Loss

  1. Calculate the total revenue loss in 2019 from the historical revenue (using historical number of seminars and total number of seminars in 2019)
  2. Calculate the potential loss of revenue if: 10% of the core trainers quit and take their portion of the training seminars with them to a competitor.

HELPFUL TIPS

  1. Assumptions – list any assumptions that you make that are not included in the case. .
  2. SPIN Questions –  Do not create your SPIN questions until after you have completed the analysis.

The required file format is Word (.docx) or PDF (.pdf) and the file must be uploaded to this assignment. Do not email the file to your instructor. The file must be uploaded to Canvas to be graded.

FedEx Office Case Study Analysis (FORMAT EXAMPLE FOR REFERENCE ONLY)

Student First and Last Name (update with your name)

MKTG 3010.001 (update for your section)

SECTION 1: SITUATION

I. FedEx Office Relevant Facts

A. Background

As an Account Representative at FedEx Office, my job is to understand the needs, present and future. FedEx Office provides a vast variety of services that range from (continue with your background description)

B. Potential Solutions

1. FedEx Office has the ability to (continue with your presentation of the potential solutions)

II. Global Training Associates Relevant Facts

A. Background

(UPDATE THIS SECTION with your background description. Answer the following questions: What does the company do and what industry do they compete in? How did it start and who is the founder/leader? Where do they operate geographically? What is the product or service they provide? Who are their customers and how many training sessions do they have? What makes them unique? What kind of materials do they produce? How large is the company in terms of territory and products? How many employees do they have? Plus, any other relevant facts.)

B. Process for Producing and Shipping Materials

(UPDATE THIS SECTION with your process description. Answer the following questions: What happens from the first point of contact with a potei9al customer to the final delivery of the product or service? We have provided the first step in the process.)

1. Clients contact Global Training Associates via the Internet, telephone or email.

2. Global Training Associates then______________________________________

3. Global Training Associates then______________________________________

4. Global Training Associates then______________________________________

5. Global Training Associates then______________________________________

III. SPIN Situation Questions (UPDATE WITH YOUR SITUATION QUESTIONS)

A. Situation Question #1

B. Situation Question #2

C. Situation Question #3

D. Situation Question #4

SECTION 2: GLOBAL TRAINING ASSOCIATES PROBLEMS

I. Global Training Associates Problems Analysis

(UPDATE THIS SECTION with your problem analysis. Answer the following questions to develop your analysis: What is specifically happening? Is it part of the production and shipping process? Is it caused by the production or shipping process? Who or what is causing it? Is it related to staffing? Is it related to the training session? How often does it happen? What is the current impact of the problem? Is the problem the direct result of another problem? And any other relevant analysis.)

A. Problem #1 Analysis

B. Problem #2 Analysis

C. Problem #3 Analysis

D. Problem #4 Analysis

II. SPIN Problem Questions (UPDATE WITH YOUR PROBLEM QUESTIONS)

A. Problem Question #1

B. Problem Question #2

C. Problem Question #3

D. Problem Question #4

SECTION 3: IMPLICATIONS TO GLOBAL TRAINING ASSOCIATES

I. Global Training Associates Implications Analysis

(UPDATE THIS SECTION with the future, more severe consequences that will occur if the problems are not solved Think in terms of financial, operations/process, human resources/employees or trainers, customers/trainees, reputation, etc. What is the problem? What is the current impact? What will be the more severe impact in the future if the problem is not solved now? Who or what will it impact? And any other relevant analysis.)

A. Implication #1 Analysis related to Problem #1

B. Implication # 3 Analysis related Problem #3

C. Implication #4 Analysis related to Problem #4

II. SPIN Implication Questions (UPDATE WITH YOUR IMPLICATION QUESTIONS)

A. Implication Question #1 related to Problem #1

B. Implication Question #2 related to Problem #2

C. Implication Question #3 related to Problem #3

D. Implication Question #4 related to Problem #4

SECTION 4: FEDEX OFFICE SOLUTIONS

I. FedEx Office Solutions to Global Training Associates Problems

(UPDATE THIS SECTION by restating the Global Training Associates problem, provide the FedEx Office solution, describe the features and advantages of the FedEx Office solution in detail and demonstrate how it will solve the specific Global Training Associates problem.)

A. FedEx Office Solution #1 related to Global Training Associates Problem #1

B. FedEx Office Solution #2 related to Global Training Associates Problem #2

C. FedEx Office Solution #3 related to Global Training Associates Problem #3

D. FedEx Office Solution #4 related to Global Training Associates Problem #4

SECTION 5: BENEFITS TO GLOBAL TRAINING ASSOCIATES

I. Benefits of the Identified FedEx Office Solutions

(UPDATE THIS SECTION by restating the FedEx Office solution and then continue with an explanation of the benefit in detail referencing who it benefits (Global Training Associates company, Global Training Associates employees, Global Training Associates trainers, Global Training Associates clients, or the trainees at the training session. Remember to demonstrate how the features support the benefit.)

A. Benefit (to Global Training Associates) of FedEx Office Solution #1

B. Benefit (to Global Training Associates) of FedEx Office Solution #2

C. Benefit (to Global Training Associates) of FedEx Office Solution #3

D. Benefit (to Global Training Associates) of FedEx Office Solution #4

III. SPIN Needs-Payoff Questions (UPDATE WITH YOUR Needs-Payoff QUESTIONS)

E. Needs-Payoff Question #1 related to Problem #1

F. Needs-Payoff Question #2 related to Problem #2

G. Needs-Payoff Question #3 related to Problem #3

H. Needs-Payoff Question #4 related to Problem #4

SECTION 6: Current Revenue Loss and Quantify Future Revenue Loss

I. Calculate the total revenue loss in 2019 from the historical revenue (using historical number of seminars and total number of seminars in 2019)

II. Calculate the potential loss of revenue if: 10% of the core trainers quit and take their portion of the training seminars with them to a competitor.

 
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