Richard J. Bocchinfuso

"Be yourself; everyone else is already taken." – Oscar Wilde

FIT – MGT 5115 – Wk 3 Discussion Post

How does data quality impact business performance? Using your textbook as a resource, describe the functions of database technology, the differences between centralized and distributed database architecture, how data quality impacts performance, and the role of a master reference file in creating accurate and consistent data across the enterprise.

When poor data quality such as missing and/or erroneous data negatively impacts operations, it can cost organizations business, affecting revenues and profits.  Missing and/or erroneous data can affect current revenues and can frustrate customer and place an organizations reputation at risk putting both existing and future business at stake. Data quality issues can decrease efficiency and increase costs, lack of confidence in data integrity causes organizations to spend time and money on data validation and error correction activities.

The goal of a database is to store data in a structured way (maybe).  Two popular database architectures are SQL and NoSQL databases.  SQL or RDBMS (Relational Database Management Systems) are relational with a defined schema. NoSQL databases or document databases are often schemaless and rely on key-value pairs defined at ingest.  As you can imagine ingesting (or inserting) data into a specified schema makes managing data integrity easier than defining the key-value pairs at the time of ingest.

Centralized and distributed database architectures are quite intuitive.  Centralized database architectures centralize the storage and control of data while distributed database architectures allow data to be stored on edge devices such as laptops, tablets, and mobile devices or distributed using master/master, master/slave or parent/child relationships.  Centralized database architectures offer greater control of data quality and security because all data is stored in a single physical location thus adds, updates and deletes can be made in a supervised and orderly fashion.  Centralized database architectures also allow for better security. It is easier to control physical and logical access to a centralized architecture, and the attack surface is limited when contrasted with a distributed system.

Centralized and distributed database architectures each come with tradeoffs which should be considered when selecting an appropriate architecture.  With more and more processing being pushed to the edge (e.g. – mobile and IoT growth) and with ever increasing big data demands decentralized distributed databases like Apache Cassandra and RethinkDB are experiencing massive growth.  Centralized databases like Microsoft SQL Server, MariaDB and others are still very prominent, but even these centralized database players are trying to adapt their architectures to support distributed database architectures to capitalize on the big data revolution.

Master reference files provide a common point of reference and act as a single source truth for a given data entity. Data entities might include customer, product, supplier, employee or asset data. As a single source of truth, master reference files are used to feed data into enterprise systems and maintain data quality and integrity.

References

Buckler, Craig. “SQL vs NoSQL: The Differences — SitePoint.” SitePoint, SitePoint, 18 Sept. 2015, www.sitepoint.com/sql-vs-nosql-differences/. Accessed 14 Sept. 2017.

“Do You Know How Data Quality Impacts Your Business?” BackOffice Assicates, 23 July 23ADAD, resources.boaweb.com/backoffice-blog/do-you-know-how-data-quality-impacts-your-business. Accessed 14 Sept. 2017.

Turban, Efraim, et al. Information technology for management digital strategies for insight, action, and sustainable performance. New Jersey (Estados Unidos), Wiley, 2015.

FIT – MGT 5115 – Wk 2 Discussion Post

Why do managers and workers still struggle to find the information that they need to make decisions or take action despite advances in digital technology? That is, what causes data deficiencies?

Corporate infrastructure and decision support systems have evolved over decades. Over this same period, organizations have endured management changes, shifting priorities and differing perspectives on the role of IT. Data silos, lost or bypassed data, poorly designed interfaces, nonstandardized data formats and chronically in flux requirements further compound the natural system and organizational challenges brought on by progress,

In my opinion, organizations can begin to combat some of the corporate infrastructure and organizational behavior issues by having a clear vision and mission when it comes to information systems. Management changes will happen, but an organization that has a clear vision and mission regarding the value of data and information will stay focused on strategic objectives amidst regime change. Everyone within the organization should be viewed as a stakeholder and a benefactor. There is an education process that needs to take place; all the parties concerned need to have the right reaction to the blue button moment. Data silos, poor user interface design, etc… persist because a wrong choice is made when a blue button moment occurs. The ability to changes the future depends on the decisions we make now.

The wrong blue button moment:
System doesn’t love embedded images so here is a link: https://goo.gl/L1XDLk

Source: Alex Cowan – Getting Started: Agile Meets Design Thinking, University of Virginia

The right blue button moment:
System doesn’t love embedded images so here is a link: https://goo.gl/fFdjnh

Source:  Alex Cowan – Getting Started: Agile Meets Design Thinking, University of Virginia

I believe we are lowering the barrier to entry when it comes to how we transform data into information. For years the industry spent time trying to force data into a common data model for business intelligence (BI), this normalization process usually consisted of one or more ETL (extract, transform, load) jobs. These jobs were typically batched, and the end state was a normalized data set pushed into a relational database management system (RDBMS), the relational SQL database schema was rigid and comprised of tables consisting of columns, rows, and fields. We called these DSS (Decision Support Systems) data warehouses and data marts. Fast forward a few years and many of these information systems which leveraged historical data as the primary predictor of the future are pivoting towards NoSQL databases where key-value pairs have replaced SQL relationships. NoSQL information systems are meant for massive real-time ingest; these systems are being used to build data lakes. The ability to use key-value pairs removed the need for a rigid schema often removing the need for an ETL process. The field of Data Science, NoSQL platforms like Hadoop, applications like Elastic Search for indexing, Kibana for visualization and programming languages like RPythonOctave, etc… make capturing data and performing analytics easier than ever before. With the advent of public cloud and platforms AWS EMRAWS Data PipelineGoogle Cloud DataflowGoogle Cloud Dataproc and many of the issues like data silos, lost or bypassed data, poorly designed interfaces, and nonstandardized data formats are being addressed.  The technology is being adapted to address matters that have persisted for a very long time; these new technologies are streamlining processes, increasing the time to value and solving some of the issues mentioned above.

References

Data Lake vs. Data Warehouse: Is the warehouse going under the lake? (2016, July 22). Retrieved September 06, 2017, from https://www.dezyre.com/article/data-lake-vs-data-warehouse-is-the-warehouse-going-under-the-lake/283

NoSQL vs SQL- 4 Reasons Why NoSQL is better for Big Data applications. (2015, March 19). Retrieved September 06, 2017, from https://www.dezyre.com/article/nosql-vs-sql-4-reasons-why-nosql-is-better-for-big-data-applications/86

Turban, E., Volonino, L., & Wood, G. R. (2015). Information technology for management digital strategies for insight, action, and sustainable performance. New Jersey (Estados Unidos): Wiley.

FIT – MGT 5115 – Wk 1 Assignment

Explain how IT (Information Technology) impacts your career and the positive outlook for IS (Information Systems) management careers.

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FIT – MGT 5115 – Wk 1 Discussion Post

Select three companies in different industries – such as banking, retail store, supermarket, airlines, or package delivery – that you do business with. What digital technologies does each company use to engage you, keep you informed, or create a unique customer experience? How effective is each use of digital technology to keeping you a loyal customer?

First, let me start by saying I’ve been in tech for the past 25+ years and the disruption and opportunity that public cloud computing has brought to the market has been incredible. While cloud computing may not be as visible as the transistor to the consumer, the impact of cloud computing on those who understand the industry is very significant. When we look the economics of public cloud, open source, etc… and we think about what it takes to incubate a great idea today vs. what it took twenty years ago we are just scratching the surface of the disruptors we will see emerge in this market.

Online Retailer: Amazon
Amazon does so many things well, everything from customer acquisition, to logistics and scale, but much of what Amazon does has nothing to do with retail and everything to do with big data, analytics, artificial intelligence and machine learning. Amazon knows you better than you know yourself, their storefront product placement on Amazon.com, the emails you get suggesting what you might like is not happenstance. Everything that Amazon is doing is rooted in artificial intelligence and machine learning. Amazon relies on data you willingly volunteer, AI and machine learning for everything from supply chain management, warehouse logistics, Amazon storefront user experience to shipping logistics. Amazon creates a unique customer experience by presenting the customer with things they care about, by delivering value, convenience, and quality which is all possible because of Amazon’s efficiency which is driven by technology.

Amazon has done an incredible job managing customer acquisition, scaling and getting to a place where they are a threat to both traditional retailers (e.g. – Walmart) and traditional online Titans (e.g. – Search giant Google). More and more customers are searching for products directly on Amazon as opposed to Google, this shift is driven by big data and the closed ecosystem which Amazon has built. We are beginning to see the likes of Walmart and Google adopt a “The enemy of my enemy is my friend” strategy to take on Amazon (https://www.nytimes.com/2017/08/23/technology/google-walmart-e-commerce-partnership.html). We’ve also seen Walmart begin to turn the screws on their vendors who are using AWS (Amazon Web Services) (https://www.cnbc.com/2017/06/21/wal-mart-is-reportedly-telling-its-tech-vendors-to-leave-amazons-cloud.html), this market is getting very interesting, and Amazon is at the center of the story.

Financial Services: Capital One
Capital One is arguably one of the most technologically forward thinking banking institutions who went all in on public cloud very early (https://medium.com/aws-enterprise-collection/capital-ones-cloud-journey-through-the-stages-of-adoption-bb0895d7772c). Capital One maintains a few brick and mortar locations but they are sparse, and their focus is on building technology for a set of consumers who prefer mobile banking. Because Capital One is focused online and not on brick and mortar locations, they pay high-interest rates with low fees, their economics weel much different than a traditional commercial bank. Capital One’s focus on technology and big data have made them a leading credit card company. Using big data and analytics Capital One develop new products that appeal to the consumer while managing unsecured credit risk. One of the things I love about

I think the credit industry is one of the more interesting banking sectors to watch. For years credit issuers have used something called the FICO (Fair, Isaac and Company) score to determine credit worthiness but this is an antiquated measure of credit worthiness, and this market is ripe for disruption. IMO startups like Tala (https://tala.co/) represent the future of credit worthiness.

Will also see how online banking goliaths like Capital One fare in the payment and transfer marker competing against the likes of PayPal, Square, Venmo, etc… and also how blockchain impacts the financial services industry.

Advanced Media: MLB Advanced Media (MLBAM) and later BAMTech.

http://www.mlbam.com/
MLB Advanced Media focused on building a media streaming, big data and analytics platform for Major League Baseball. The amount of raw data that MLBAM was capturing and storing forced them to consider not only the economics associated with compute, storage, energy, etc… but more importantly could they be and did they want to be the custodian of the Petabytes of data they would collect, was this their core business. The answer to this and other questions made MLBAM an early cloud adopter leveraging AWS to build content repositories (AWS S3), transcoding services (AWS Elastic Transcoder), content distribution services (AWS CloudFront), Streaming data and analytics (AWS Kinesis & Redshift), etc… etc… On top of these public cloud services, MLBAM delivered platforms MLB At Bat (http://m.mlb.com/apps/atbat), MLB.tv (http://mlb.mlb.com/mlb/subscriptions/index.jsp?c_id=mlb) and MLB Statscast (https://www.mlb.com/video/statcast-blashs-diving-catch/c-1788681583?tid=240568594) which is probably most impressive when you watch this AWS re:Invent keynote (https://youtu.be/847HY-JATrs). MLBAM built a platform that they realized that this platform had mass market appeal, so they spun out BAM Tech which is co-owned by MLB Advanced Media, Walt Disney Co., and the NHL. MLBAM’s platform now powers incredibly popular streaming services like HBO Now (https://play.hbonow.com/). MLBAM change took an already statistics driven game to a new level, leveraging big data and analytics in the public cloud.

I could go on and on here, so much incredible innovation and disruption happening in every industry, driven by cloud computing, big data, machine learning and IoT. The technologies are changing the game for every sector and every industry.

No matter what industry you look at, artificial intelligence and machine learning are a rocket ship, and data is the fuel. The more connected we become, the more data we volunteer, the more fuel we provide. It’s up to industry to convert this potential energy into kinetic energy. Those who can do it will reach new heights and those who can’t will likely fizzle out. The market is moving so fast that the need to maintain a legacy business is rapidly becoming an impediment, new business models unencumbered by legacy revenue models are attacking those looking to protect legacy revenue models. The NetFlix vs. Blockbuster story is one where Blockbuster was addicted to late fees. This addition to a legacy business model prevented them from pivoting. Yes, the road ahead would be harder, yes the road ahead may have required closing brick and mortar and moving to a subscription model (no more late fees), yes this may have impacted revenue and profits, etc… Blockbuster couldn’t identify and admit they had an addiction. Blockbusters dependence on late fees (16% of revenues) and their desire to protect revenues would play a significant role in their inability to pivot and ultimately to their death (dramatic but true). Blockbuster couldn’t make the tough decisions, and even though they had numerous first mover advantages and a loyal customer base, they lost.

Bibliography

Bishop, T. (2017, May 06). Jeff Bezos explains Amazon’s artificial intelligence and machine learning strategy. Retrieved August 30, 2017, from https://www.geekwire.com/2017/jeff-bezos-explains-amazons-artificial-intelligence-machine-learning-strategy/

Brown, M. (2015, August 13). MLB Approves New Digital Media Company Spin-Off That Will Create Billions In New Revenues. Retrieved August 30, 2017, from https://www.forbes.com/sites/maurybrown/2015/08/13/mlb-approves-new-digital-media-company-spin-off-that-will-create-billions-in-new-revenues/#5f6833fc315d

Dee, S. (2016, April 14). How Does Capital One Differentiate Itself In The Card Industry? Retrieved August 30, 2017, from https://www.forbes.com/sites/greatspeculations/2015/09/11/how-does-capital-one-differentiate-itself-in-the-card-industry/#2268237f3cda

Meola, A. (2016, April 22). Capital One is expanding its digital technology. Retrieved August 30, 2017, from http://www.businessinsider.com/capital-one-is-expanding-its-digital-technology-2016-4

Orban, S. (2017, April 05). Capital One’s Cloud Journey Through the Stages of Adoption. Retrieved August 30, 2017, from https://medium.com/aws-enterprise-collection/capital-ones-cloud-journey-through-the-stages-of-adoption-bb0895d7772c

Popper, B. (2015, August 04). How baseball’s tech team built the future of television. Retrieved August 30, 2017, from https://www.theverge.com/2015/8/4/9090897/mlb-bam-live-streaming-internet-tv-nhl-hbo-now-espn

Taft, D. K. (2017, August 28). Capital One Taps Open-Source, Cloud, Big Data for Advantage in Banking. Retrieved August 30, 2017, from http://www.eweek.com/cloud/capital-one-taps-open-source-cloud-big-data-for-advantage-in-banking

Thomas, L. (2017, June 21). Wal-Mart is reportedly telling its tech vendors to leave Amazon’s cloud. Retrieved August 30, 2017, from https://www.cnbc.com/2017/06/21/wal-mart-is-reportedly-telling-its-tech-vendors-to-leave-amazons-cloud.html

WAKABAYASHI, D., & CORKERY, M. (2017, August 23). Google and Walmart Partner With Eye on Amazon. Retrieved August 30, 2017, from https://www.nytimes.com/2017/08/23/technology/google-walmart-e-commerce-partnership.html

FIT – MGT 5000 – Week 8

Discussion Post

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Discussion Response

Nicely detailed post.  I am curious how you calculated/derived “Net Credit Sales”?  It looks like you used the “Total Net Revenues” (as did quite a few others).  Is this correct?  I used the “Total Net Sales” found in Table 16 of the 10-K. I am wondering if either number is correct?  I found this: https://goo.gl/qEFdZ2 on how to calculate “Credit Sales” using AR but I also found some other conflicting information.
Net revenues
2015: $3,963,313
2014: $3,084,370
2013: $2,332,051
I used “Total net sales” taken directly from the 10-K
2015: $3,825,691
2014: $2,997,932
2013: $2,277,073
“Credit sales” calculated using the following formula:  (net revenue – AR at begging of period + AR at end of period)
2015: $4,117,116
2014: $3,154,253
2013: $2,366,479

Assignment

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FIT – MGT 5000 – Week 7

Discussion Post

1. What is(are) Under Armour, Inc.’s, main source(s) of cash? Is this good news or bad news to its managers, stockholders, and creditors? What is Under Armour, Inc.’s, main use of cash? Is this good news or bad news? Discuss your reasoning.

Operating activities which produced $219,033,000 in cash in 2014 is Under Armour’s primary source of cash.
Under Armour generates ample cash from basic operations to finance current operations and to reinvest in the business.
It would appear that Under Armour’s primary use for cash is reinvestment which we see as negative cash flow from investment activities for the acquisition of new assets.
Under Armour’s cash flows have experienced 183% growth from 2013 to 2014. Under Armour’s cash flow position (liquidity) is indicative of a healthy organization and provides Under Armour with flexibility. All of this adds up to good news for managers, stockholders, and creditors.

2. Explain briefly the three most significant differences between net cash provided by operating activities and net income.

Change in Accounts receivable = ($101,057,000)
Change in inventories = ($84,658,000)
Depreciation and amortization = $72,093,000

3. Did Under Armour, Inc., buy or sell more plant assets during 2014 than in the previous two years? How can you tell?

Yes, Under Armour purchased more plant assets during 2014 than in the previous two years.
2014 Purchases of property and equipment = $140,528,000
2013 Purchases of property and equipment = $87,830,000
2012 Purchases of property and equipment = $50,650,000

4. Identify the largest item in the financing activities section of the Consolidated Statement of Cash Flows. Explain the company’s probable reasoning behind this activity.

Proceeds from term loan = $250,000,000
It would appear that Under Armour is taking on long-term debt to fund expansion, possibly through acquisition.

5. Evaluate Under Armour, Inc.’s, overall performance for 2014 in terms of cash flows. Be as specific as you can. What other information would be helpful to you in making your evaluation?

Under Armour’s net cash flows from operations showed positive growth from 2012 to 2014.
Under Armour’s strong net cash flows allowed them to invest in the business by acquiring assets and strengthen their balance sheet by paying down long-term debt without taking on new debt.

The increase in cash and cash equivalents to $593,175,000 in 2014 shows a significant improvement in Under Armour’s liquidity. This cash position makes Under Armour a more stable company, able to better deal with a potential sales dip and places them in a better position to make acquisitions to fuel expansion. Growing cash and cash equivalents can also make Under Armour a takeover target as potential buyers can use Under Armour’s cash and cash equivalents to help finance a purchase.

 

Assignment

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FIT – MGT 5000 – Week 6

Discussion Post

Consider three different businesses:

1. A bank

2. A magazine publisher

3. A department store

For each business, list all of its liabilities – both current and long-term. Then compare the three lists to identify the liabilities that the three business have in common. Also, identify the liabilities that are unique to each type of business.

Short-term liabilities or current liabilities do not differ greatly between industries when viewed from a balance sheet perspective, at least not at first glance.   Short-term liabilities are obligations due within twelve months and may include items such as short-term loans from banks including lines of credit, accounts payable balances, dividends and interest payable, bond maturity proceeds payable, consumer deposits, and reserves for taxes.  Long-term liabilities are obligations due outside of the twelve month window or the companies operating cycle should it happen to be longer than twelve months, these liabilities might include items such as debentures, loans, deferred tax liabilities and pension obligations.

 

Below we can clearly see both similarities and differences between short-term (current) and long-term liabilities by sector.

 

  • All three balance sheets represent both current (short-term) and long-term liabilities.
  • Macy’s and Time, Inc. list “Accounts payable and accrued liabilities” as their largest current (short-term) liability while Wells Fargo (a bank) shows deposits and borrowing (aka loans) as its largest short-term (current) liability.
  • On the Macy’s balance sheet we see “Merchandise accounts payable” as a current (short-term) liability which represents Macy’s cost of inventory (i.e. – liability to vendors).
  • On the Time, Inc. balance sheet we see “Deferred revenue” which likely represents pre-paid magazine subscriptions where Time, Inc. has collected money from the customer but has yet to ship magazines to the customer. Time, Inc. would recognize this revenue over the next N months as they ship magazines to customers.
  • Both Macy’s and Time, Inc. show deferred tax liability which is triggered when the business’s taxable income differ from the net income on the financial statements. This is typically triggered by the differences between financial accounting and tax accounting; deferred tax liabilities indicate future cash outflows.
  • All three balance sheets represent long-term debt which could be long-term loans, capital leases, pension liabilities, post-retirement healthcare liabilities, deferred compensation, deferred revenues, deferred income taxes, derivative liabilities, etc…
  • The Wells Fargo consolidated balance sheet shows a single line item for long-term debt but it is possible that this line item includes deferred revenue and/or income taxes.

 

Retail:  Macy’s (millions)
………………………………………………………………….. Jan 28, 2017 ………… Jan 30, 2016
Current Liabilities:
  Short-term debt…………………………………………….. $ 309 …………………. $ 642
  Merchandise accounts payable …………………….. 1,423 …………………. 1,526
  Accounts payable and accrued liabilities………… 3,563 …………………. 3,333
  Income taxes……………………………………………………  352 …………………..   227
    Total Current Liabilities………………………………… 5,647 …………………. 5,728
Long-Term Debt………………………………………………. 6,562 …………………. 6,995
Deferred Income Taxes……………………………………. 1,443 …………………. 1,477
Other Liabilities……………………………………………….. 1,877 …………………. 2,123

 

Banking:  Wells Fargo (millions)
………………………………………………………………. Dec 31, 2016 …………. Dec 31, 2015
Liabilities
Noninterest-bearing deposits…………………….. $ 375,967 …………….. $ 351,579
Interest-bearing deposits…………………………….   930,112 ……………….   871,733
  Total deposits………………………………………….. 1,306,079 ……………… 1,223,312
Short-term borrowings…………………………………    96,781 ………………..    97,528
Derivative liabilities………………………………………    14,492 ………………..    13,920
Accrued expenses and other liabilities (1)…….    57,189 ………………..    59,445
Long-term debt…………………………………………..   255,077 ……………….   199,536
  Total liabilities (4)…………………………………….. 1,729,618 ……………… 1,593,741

 

Publishing:  Time, Inc. (millions)
…………………………………………………………………………… Dec 31, 2016 ……… Dec 31, 2015
LIABILITIES AND STOCKHOLDERS’ EQUITY
Current liabilities
Accounts payable and accrued liabilities …………………. $ 598 ……………….. $ 683
Deferred revenue……………………………………………………..   403 ………………….   436
Current portion of long-term debt………………………………     7 ……………………     7
  Total current liabilities…………………………………………… 1,008 ………………… 1,126
Long-term debt……………………………………………………….. 1,233 ………………… 1,286
Deferred tax liabilities……………………………………………….   210 ………………….   242
Deferred revenue………………………………………………………    86 …………………..    89
Other noncurrent liabilities……………………………………….   328 ………………….   332
Commitments and contingencies (Note 15)

References

Macy’s Annual Reports/Fact Book. (n.d.). Retrieved June 08, 2017, from http://investors.macysinc.com/phoenix.zhtml?c=84477&p=irol-reportsannual
Time, Inc. SEC Filings. (n.d.). Retrieved June 08, 2017, from https://invest.timeinc.com/invest/financials/sec-filings/
Wells Fargo Annual Reports and Proxy Statements. (n.d.). Retrieved June 08, 2017, from https://www.wellsfargo.com/about/investor-relations/annual-reports/

Follow-up question

Thank you for your post. Many times current maturities of long-term debt are re-classed from long-term to current. Why is this reclassification important?

Response to follow-up question

Current Portion of Long-Term Debt (aka current maturity or current installment) is the amount of the principal that is payable within one year.  Debt which is re-classed from long-term to current may significantly impact a companies balance sheet.  Creditors and investor use current maturities to evaluate liquidity on a cash basis, the ratio of a company’s total cash and cash equivalents to its current liabilities = the company’s cash ratio.  This conservative metric which excludes other assets and accounts receivable is used to determine if a company has the ability to repay its short-term debt obligations.  Creditors may use this conservative metric when determining credit worthiness and investors may use this metric when making a determination regarding an investment in a company.

Assignments

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FIT – MGT 5000 – Week 5

Discussion Post

1. Identify all the stakeholders of a corporation. A stakeholder is a person or a group who has an interest (that is, a stake) in the success of the organization.

By the definition of a stakeholder above or this definition of a stakeholder: “Stakeholders are individuals or groups who have an interest in an organization’s ability to deliver intended results and maintain the viability of its products and services.” It would be fair to say that a stakeholder would be an engaged party, this could be an owner, manager, government agency, supplier, contractor, competitor, customer, etc….
It would seem that the key difference between a stakeholder and a non-stakeholder is that the stakeholder has to be interested in the success of the organization. Not all stakeholders are created equal; they differ in importance and influence.

2. Do you believe that some entities are “too important to fail”? Should the federal government help certain businesses to stay afloat during economic recessions and allow others to fail?

This is a complicated question which delves deeply into many aspects of an individual’s belief system from a political, social and economic perspective. Given the complex nature of the question, I think that before postulating a response some background is required regarding who I am which likely provides a critical perspective on my opinion. With that said I think my answer is “I don’t know”, and I would never proclaim to know what the correct answer to this incredibly complex question for which I lack many of the variables required to solve the equation. I consider myself a fiscal conservative; thus it makes sense that I would believe in free market capitalism, the opportunities created via failures within the capitalistic system should self-heal as competition, and the free market economy does what it was intended to do. So where does this all get so complicated? Well, we live in a hybrid system where capitalism, socialism, and nepotism all coexist, very complex indeed. Anyone who followed the financial crisis in 2007 and who is five weeks into this course probably realizes at this point that if banks were highering nuclear physicists to build financial products that something was probably awry. I find LIFO shady, so it should come as no surprise that I think credit default swaps (http://www.investopedia.com/terms/c/creditdefaultswap.asp) represent absolute insanity. With this said, as a fiscal conservative, I also believe in consumer responsibility. We all now know that the financial crisis in 2007 was caused in large part by complex financial products like mortgage-backed securities, collateralized debt obligations, and credit default swaps.

The banking industry constructed these financial products, and in most cases, these products were not crafted by “bankers” but by mathematicians and physicists who made the products so complex that it obscured what was very risky and illogical. Why any consumer would think that a financial product called a “Power Option Arm” mortgage was a good idea baffles me, how any person can signup for a mortgage where your LTV can balloon to 120% (or anywhere past 100%) just seems crazy.

Here is the problem, we let all these financial products be created, the products were so complex that most didn’t understand them and greed took over. Greed manifested itself as what became known as the predatory lender. The question is who suffers when a corporation which is “too big/important to fail” is allowed to fail? I always think about Enron and the massive impact the failure of Enron had on so many people (social empathy kicks in here, I’m a capitalist not heartless). Personally, I don’t understand why any individual would rely on one company, the government or anyone else to protect their retirement but the reality is we all rely on and trust the monetary system. Maybe even this is changing with the emergence of crypto-currencies, but for now, we have the known, government regulated financial system that we need to place our faith in.

I’d like to say the government should have let AIG, Lehman Brothers. Merill Lynch and others fail, but the answer is I just don’t know what the right decision was. I happen to like Henry Paulson, and I think the financial sector and country were lucky to have such a well-connected operator as the Secretary of the Treasury during a time when deals seemingly needed to be made. In the case of the financial crisis of 2007, it was even more complicated given the involvement and burden of government-sponsored enterprises like Fannie Mae and Freddie Mac. Maybe the government, who should be focused on the social good, should focus more on consumer education and consumer regulation and protection because it’s unlikely over the long-term that they will outwit large corporations who have objectives which are not focused on the social good. I’ll avoid lobbyists, campaign donors, super PACs, special interest groups, etc… but let’s face it the government is indirectly involved in the largest corporations in the world, and maybe the government is more accountable as a shareholder, who knows. I believe that we need to begin building a society where the educated consumers are the rule, the control of poorly architected financial products was in the hands of the masses, the masses could have created zero demand, but instead, the masses created massive demand.

3. Identify several measures by which a company may be considered deficient and in need of downsizing. How can downsizing help to solve this problem?

Declining market value or market capitalization. Declining market value may be caused by a lack of revenue or shrinking gross profits due to market commoditization, new entrants, increased competition, higher raw material cost, etc…, etc… A company may need to refocus, shedding commoditized businesses which rely on volume and focusing on niche high-value high gross profit businesses. A downsizing event will likely accompany this sort of pivot.

Declining sales and shrinking backlog which forecasts an impending cash flow problem. A company may be forced to downsize due to reduced sales volumes which and predicted cash flow issues.

Net losses where expenses exceed revenues. Downsizing may be one variable a company adjusts to rightsize expenses.

Antitrust issues and government involvement. E.g. – Standard Oil.

Increasing labor costs. A shift in market requirements may require a different labor cost structure; this may cause a company to exit markets where lower cost labor was required to enter markets which have a higher labor cost. Downsizing an area of the business which is less profitable to reinvest in areas of the business which are more profitable and address market demand is advantageous.

Return on equity (ROE) which is the relationship between net income and common stockholders’ equity. A company has a fiduciary duty to deliver shareholder value. Return on equity is calculated as (Net income / Shareholder equity). To maximize ROE, a company may need to reduce costs to increase net income.

4. Debate the bailout issue. One group of students takes the perspective of the company and its stockholders, and another group of students takes the perspective of the other stakeholders of the company (the community in which the company operates and society at large).

This is an interesting one. Let’s look at TARP (Troubled Asset Relief Program), the backbone of the financial bailout which was constructed by the United States government to allow the US government to purchase toxic assets and equities from financial institutions. For institutions that needed TARP to stay alive, it’s hard to argue against TARP from the perspective of the company, the shareholders or the stakeholders. I believe that the TARP program was looked at favorably by companies, shareholders, and individual stakeholders of organizations (e.g. AIG). This view may not have been shared by all stakeholders, for instance, if we assume that a competitor is a stakeholder the competitor may have a perspective that the United States government, via TARP removed the opportunity that should have been created by a free market economy.

AIG, Citigroup, and Bank of America all took TARP funds; they needed the funds to stay afloat. The Department of Treasury seemingly wanted all banks to take some level of TARP. TARP aimed at providing necessary liquidity but also aimed to restore confidence, the idea that all institutions took TARP funds would help to obscure the institutions who needed TARP funds to survive. Many institutions did not accept TARP funds, sighting a desire not to be beholden to the United States government. The questions here are as follows:
1) Did the bailout kill the free market economy?
2) Were organization who mismanaged their business rewarded while those who managed prudently had the spoils of a
free market economy taken from them because of government involvement?
3) What would have been the result of no bailout? Would the remaining institutions have been able to pick up the pieces? Or would a gaping hole now exist in the monetary system?

IMO the bailout was necessary.
1) Organizations who managed responsibly did so by not accruing toxic assets. Thus there was no reason to believe they would have picked up these assets after the institutions who held them collapsed.
2) Toxic assets (mortgages) would be abandoned by the consumer and the lender thus offering no incentive for remaining lenders to absorb these assets. This would devalue of all surrounding assets. This did happen, but TARP did help to stabilize the decline.

5. What is the problem with the government taking an equity position such as preferred stock in a private enterprise?

IMO the biggest issue with the government taking an equity position in a private enterprise is the apparent conflict of interest. How do you regulate that which you own? 🙂 Now, I am not an idealist, so I don’t get too wrapped around the axle here and I am also acutely aware that covert quid pro quo probably a bigger issue the government taking an overt equity position in a private enterprise. In 1916 Congress created the first government-sponsored enterprise (GSE) with the creation of the Farm Credit System, my point is that 2007 does not mark the dawn of evil government involvement in private enterprise. Congress established the idea of the GSE as a means to overcome “market imperfections.” There are a million different perspectives from which to argue government involvement in private enterprise but IMO the more government provides for the social good (e.g. national health care), the more government involvement we will see in private enterprise.

References

Blumberg, A. (2008, October 30). How Credit Default Swaps Spread Financial Rot. Retrieved June 01, 2017, from http://www.npr.org/templates/story/story.php?storyId=96333239

Fontinelle, A. (2014, March 19). Troubled Asset Relief Program – TARP. Retrieved June 01, 2017, from http://www.investopedia.com/terms/t/troubled-asset-relief-program-tarp.asp

Harber, K. (2015, October 27). Principles of Management. Retrieved June 01, 2017, from https://open.lib.umn.edu/principlesmanagement/chapter/4-6-stakeholders/

Nielsen, B. (2008, April 08). Payment Option ARMs: A Ticking Time Bomb? Retrieved June 01, 2017, from http://www.investopedia.com/articles/mortgages-real-estate/08/payment-option-arm.asp?lgl=myfinance-layout-no-ads

What comes after those ellipses? (n.d.). Retrieved June 01, 2017, from http://www.businessdictionary.com/definition/stakeholder.html

 

Assignments

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FIT – MGT 5000 – Week 4

Discussion Post

1. Three important pieces of inventory information are (a) the cost of inventory on hand, (b) the cost of sales, and (c) the cost of inventory purchases. Identify or compute each of these items for Under Armour, Inc., at December 31, 2014. Assume “food and paper” are cost of goods sold.
2. Which item in requirement 1 is most directly related to cash flow? Why? (Challenge)
3. Assume that all inventory purchases were made on account and that only inventory purchases increased Accounts Payable and Other Current Liabilities. Compute Under Armour, Inc.’s cash payments for inventory during 2014.
4. How does Under Armour, Inc., value its inventories? Which costing method does Under Armour use?
5. Did Under Armour, Inc.’s gross profit percentage and rate of inventory turnover improve or deteriorate in 2014 (versus 2013)? Consider the overall effect of these two ratios. Did Under Armour, Inc., improve during 2014? How did these factors affect the net income for 2014? Under Armour, Inc.’s inventories totaled $319 million at the end of fiscal 2012. Round decimals to three places.

Note:  Spreadsheet detailing calculations embedded below.

Req. 1

a. $537
b. $1,572
c.
Cost of goods sold (millions) = $1,572
Less: Beginning inventory (millions) = ($469)
Add: Ending inventory (millions) = $537
Cost of inventory (millions) = $1,640

Req. 2

Cost of inventory purchases.

Req. 3

Beginning accounts payable (millions) = $165
Add: Cost of inventory (inventory purchases) (millions) = $1,640
Less: Ending account payable (millions) = ($210)
Cash payments for inventory (millions) = $1,595

Req. 4

Under Armour values inventories using Lower-of-Cost-or-Market Value.
Under Armour FIFO to compute cost of inventory.
Stated in Appendix B, Under Armour, Inc. 2014 Annual Report – page 860, Note 2 (Summary of Significant Accounting Policies) under Inventories.

Req. 5

2014 Gross profit percentage = 49.03%
2013 Gross profit percentage = 48.76%

Gross profit from 2013 to 2014 improved.

2014 Inventory turnover ratio = 3.125
2013 Inventory turnover ratio = 3.033

The inventory turnover ratio from 2013 to 2014 improved.
Both gross profit and inventory turnover improved from 2013 to 2014.
Gross profit percentages and increase in gross profits suggest increasing efficiency and value and healthy business which is avoiding commoditization.
The higher inventory ratio shows that Under Armour is moving more inventory faster indicating increasing sales.

 

Note:  Spreadsheet detailing calculations

[google-drive-embed url=”https://drive.google.com/file/d/0B1fr2Qqx-moWT18yeGdXTWJFcVE/preview?usp=drivesdk” title=”Bocchinfuso_FIT-MGT5000_Week4-Chapter6_Discussion.xlsx” icon=”https://drive-thirdparty.googleusercontent.com/16/type/application/vnd.openxmlformats-officedocument.spreadsheetml.sheet” width=”100%” height=”400″ style=”embed”]

 

Assignments

[google-drive-embed url=”https://drive.google.com/file/d/0B1fr2Qqx-moWWTh2N3dBVk9pWHM/preview?usp=drivesdk” title=”Bocchinfuso_FIT-MGT5000_Week4-Chapter6_Problems.xlsx” icon=”https://drive-thirdparty.googleusercontent.com/16/type/application/vnd.openxmlformats-officedocument.spreadsheetml.sheet” width=”100%” height=”400″ style=”embed”]

FIT – MGT 5000 – Week 3

Discussion Post

Requirement 1

Focus on cash and cash equivalents. Why did cash and cash equivalents change during 2014? The statement of cash flows holds the answer to this question. Analyze the seven largest individual items on the statement of cash flows (not the summary subtotals such as “net cash provided by operating activities”). For each of the seven individual items, state how Under Armour’s actions affected cash. Show amounts in millions and round to the nearest $1 million. (Challenge)

Numbers below are in 000s

Cash increased from $347,498 (Dec 31, 2013) to $593,175 (Dec 31,2014)

  1. Y/Y net income increase = 46,072 (from $162,330 (Dec 31, 2013) to 208,402 (Dec 31,2014)) increased cash and cash equivalents
  2. Depreciation and amortization expense = $72,093 increased cash and cash equivalents via operating activities
  3. Accounts receivable = $101,057 decreased cash and cash equivalents via operating activities
  4. Inventories = $84,658 decreased cash and cash equivalents via operating activities
  5. Purchases of private property and equipment = $140,528 decreased cash and cash equivalents amount via investment activities
  6. Payments on revolving credit facility = $100,000 decreased cash and cash equivalents via financing activities
  7. Proceeds from term loan = $250,000 increased cash and cash equivalents via financing activities

Requirement 2

Refer to Exhibit 4-2 on page 205 that contains the Report of Management on Internal Control over Financial Reporting. Under Armour, Inc. has a similar report included in its annual report. Show how this report corresponds to the objectives of internal control included in this chapter. (Challenge)

The Financial Statement and Supplemental Data (Item 8) section of Under Armour’s Annual report states that “Management is responsible for establishing and maintaining adequate internal control over financial reporting for the Company.” This depicts what the text calls “tone at the top”. This section also states that “This evaluation included the review of the documentation of controls, evaluation of the design effectiveness of controls, testing of the operating effectiveness of controls and a conclusion on this evaluation”, this depicts control procedures and monitoring controls. There is clearly a correspondence between what is conveyed here and what is outlined in chapter four of the text.

References

Under Armour Annual Report. (n.d.). Retrieved May 18, 2017, from http://investor.underarmour.com/annuals.cfm

 

Assignments

[google-drive-embed url=”https://drive.google.com/file/d/0B1fr2Qqx-moWNEJnOE9NT0NFZkk/preview?usp=drivesdk” title=”Bocchinfuso_FIT-MGT5000_Week3-Chapter4+5_Problems.xlsx” icon=”https://drive-thirdparty.googleusercontent.com/16/type/application/vnd.openxmlformats-officedocument.spreadsheetml.sheet” width=”100%” height=”400″ style=”embed”]