Research Project (M.B.A.) - Simon Fraser University, 2005. / Research Project (Faculty of Business Administration) / Simon Fraser University. EMBA Program. Senior supervisor : Dr. Ed Bukszar.

Thesis (M.B.A.)--University of Hong Kong, 1993.

Thesis (M. A.)--University of Hong Kong, 2001. / Also available in print.

Thesis (M.Soc.Sc.)--University of Hong Kong, 1980. / Also available in print.

Thesis (M.A.)--University of Hong Kong, 2001.

The value of an investment project is a function of the magnitude and the distribution over time of the current capital outlay and future cash benefits pertaining to the project. Three basic problems must be resolved in capital budgeting and decision-making during project implementation: 1) It is difficult to estimate capital costs and cash benefits. 2) The realization of future benefits is uncertain. 3) Future benefits must be compared with current capital costs. Generally, risk and uncertainty associated with an investment project are given implicit consideration by basing decisions on the most likely single-valued estimates of capital cost and cash flow. However, recent developments in investment management techniques enable risk and uncertainty to be given explicit consideration by assignment of a priori probability distributions to capital cost and cash flow estimates. These methods are enabled by the introduction of Monte Carlo computer simulation. The problem of comparing current capital costs with future benefits can be resolved by discounted cash flow (dcf) or net present value (npv) analysis. Both methods enable the distribution over time of the cash flow to be explicitly taken into account. The minimum acceptable yield for a project is dependent upon the firm's cost of capital. The decision to undertake a project included in the set of viable projects available to the firm is constrained by the availability of resources, particularly financial and managerial resources. A normative model of a large industrial capital project can be divided into seven reasonably distinct phases: 1) Idea Generation, 2) Preliminary Analysis, 3) Comprehensive Feasibility Study, 4) Project Development, 5) Project Implementation, 6) Start-Up, and 7), Post-Completion Audit. A decision to proceed with a project is generally made at the completion of the feasibility study phase; however, the decision can reasonably be reviewed and revoked at the completion of the project development phase. Beyond this point the implementation process is essentially irreversible, as cash outlays accelerate for fixed and intangible assets which have little or no salvage value. To ensure optimization of the project's value to the firm, a competent and sufficient management team must be provided to direct the implementation. For a large single undertaking, definable in terms of a specific end result which is unique, complex and involves a high degree of interdependence of task accomplishment, a project or task force organization is invariably utilized. The uniqueness, frequency, and critical importance of project decision-points demand a high degree of senior executive attention and control. Modern network methods (PERT/CPM) enable the separation of the planning and scheduling functions and aid in the establishment of an efficient, coordinated work flow. Network diagrams provide an explicit means of considering dependencies between events, even for large projects which include several thousand or more significant activities. Network analysis enables critical activities to be distinguished from non-critical activities, and thus project durations can be controlled or minimized by application of resources to specific key areas. Established computer routines are available to systematically 'crash' projects and to aid in schedule formulation which facilitates stabilization of resource input levels. A case study of a hypothetical industrial project is used to illustrate the comprehensive feasibility study, project development, and project implementation phases. Although confidential requirements prevented the use of a specific project, the case is realistic in that the data base was synthesized from several actual projects of corresponding scope. Examination of the methodology of capital project management on an overall basis indicates that the integrated systems concept approach is required for maximum efficiency of resource utilization. The future will undoubtedly see rationalization of the fragmented approach to problems in economics, finance, engineering and administration; as well as more widespread application of modern techniques in data processing, management science and information system design. / Business, Sauder School of / Graduate

This study had two purposes: to analyze and assess the use of the legal powers vested in the British Columbia Fruit Board and its marketing agency, B.C. Tree Fruits, Ltd., and secondly, to evaluate the impact of the formation of the marketing scheme upon supply, market structure and market procedure in the fruit industry. Against the background of the theories of competition, an analysis of marketing was made for apples, crab-apples, pears, peaches, plums, prunes, cherries and apricots for the I963 crop season. Data for the study were obtained from the records of the B.C. Fruit Board and B.C. Tree Fruits Ltd., the Dominion Bureau of Statistics and the Canada Department of Agriculture. For the analysis, the following components of the scheme were examined: the integrated structure of marketing, the methods of distributing sales returns and the policing powers of the Fruit Board; the use of supply regulation in regard to time, place and form; pricing policy and price differentiation procedures. The structure of the marketing scheme was found to be both a vertical and horizontal integration of growers, packers and shippers, canners and processors and the marketing agency. The pooling distribution of revenues constitutes an important aspect of the relationship between growers and the Fruit Board. Of the three methods currently used, the trend line pooling method seems to offer the best possibilities for an equitable distribution. The policing of the regulated area is within the jurisdiction of the Fruit Board. Policing is done to ensure that there are no illegal movements of regulated fruit within the region or outside it and that rules pertaining to fruit-stand sales are complied with. The marketing agency has applied supply controlling procedures through expanding its markets spatially, through the use of storage facilities to regulate its shipments to all outlets and through the diversion of fruit in excess of normal fresh fruit consumption to the processed and canned fruit markets. The objective of the agency's pricing policy is the long-run maximization of returns to growers. The multiplicity of variables which have to be considered before a price can be quoted makes it impossible to state that there is a definite price policy followed by the agency. Price differentiation is applied whenever possible by the agency to maximize revenues. In extreme cases where traditional markets are saturated, excess fruit is "dumped" in other markets. The conclusion of this study is that the B.C. Fruit Board and B.C. Tree Fruits Ltd. have developed an extensive use of their powers to ensure stable returns for the fruit growers of the Okanagan. The existence of three main reasons prevent the B.C. Fruit Scheme from exercising greater monopoly powers. They are competition from other fruit growing areas, the absence of production controls on the farm level and the absence of tariff regulatory powers. / Land and Food Systems, Faculty of / Graduate

Thesis (MBA)--Stellenbosch University, 2001. / Some digitised pages may appear illegible due to the condition of the original hard copy / ENGLISH ABSTRACT: This document investigates the development of an e-commerce strategy for Trentyre (Pty) Ltd. After a brief overview of the history and technological foundation for the Internet, three methods of e-commerce strategy development are discussed. These three methods deal with the traditional model of strategy development, the Four Stage model as well as the ICDT model, as proposed by Angehm. The principles of the models discussed are then applied in the development of an ecommerce strategy for Trentyre (Pty) Ltd. As one of the recommendations, the development of a "Tyre Valet Service" is discussed in detail. A viability analysis of this business model is undertaken where financial aspects regarding proposed cash flow and income are analysed. The impact of business to business e-commerce on the Trentyre (Pty) Ltd business model is also discussed. / AFRIKAANSE OPSOMMING: Hierdie dokument ondersoek die ontwikkeling van 'n e-handel strategie vir Trentyre (Edms.) Bpk. Nadat daar 'n kort oorsig gedoen is van die geskiedenis en tegnologie waarop die Internet berus, word drie metodes van e-handel strategie ontwikkeling bespreek. Die drie metodes behels die tradisionele metode van strategie ontwikkelling, die vier fase model, asook die ICDT model, soos voorgestel deur Angehrn. Die metodiek van bogenoemde modelle word dan toegepas in die ontwikkeling van 'n strategie spesifiek vir Trentyre (Edms) Bpk.. As een van die voorstelle wat blyk uit die strategie, is die ontwikkeling van 'n besigheid tot kliënt model, die sogenaamde "Tyre Valet Service". 'n Gedetaileerde lewensvatbaarheids model is ontwikkel, waar verskeie aspekte van die voorstel aangespreek word, insluitende vooruitskattings van kontantvloei en inkomstestate. Daar word ook gekyk na die impak van besigheid tot besigheid e-handel op Trentyre (Edms.)Bpk.

Thesis (PhD)--Macquarie University, Division of Society, Culture, Media & Philosophy, Dept. of Media, 2007. / Bibliography: leaves 281-305.

Thesis (M. Phil.)--University of Hong Kong, 1983.