GOLD & BLUE COMPANY
ANNUAL REPORT 2020
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Contents CHAPTER 01
07 - Basic forms of ownership 10 - Classifications 12 - Management CHAPTER 02
13 - Restructuring state enterprises 15 - Organization and government regulation 17 - Commercial law 18 - Capital CHAPTER 03
22 - Intellectual property 24 - Partnership 26 - Corporation CHAPTER 04
28 - Information businesses 29 - Investment 30 - Restructuring state enterprises 32 - Government regulation
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Hello to All I was excited to see your opening for a customer service rep, and I hope to be invited for an interview. My background includes serving as a customer service associate within both call-center and retail environments. Most recently, I worked on the customer service desk for Discount-Mart, where my responsibilities included handling customer merchandise returns, issuing refunds/store credits, flagging damaged merchandise for shipment back to vendors and providing back-up cashiering during busy periods. Previously, I worked within two highvolume customer-support call centers for a major telecommunications carrier and a satellite television services provider. In these positions, I demonstrated the ability to resolve a variety of issues and complaints (such as billing disputes, service interruptions or cutoffs, repair technician delays/noshows and equipment malfunctions). I consistently met my call-volume goals, handling an average of 56 to 60 calls per day. In addition to this experience, I gained considerable customer service skills during my part-time employment as a waitress and restaurant hostess while in high school. I also bring to the table strong computer proficiencies in MS Word, MS Excel and CRM database applications and a year of college (business major). Please see the accompanying resume for details of my experience and education.
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I am confident that I can offer you the customer service, communication and problemsolving skills you are seeking. Feel free to call me at 555-555-5555 (home) or 555-555-5500 (cell) to arrange an interview. Thank you for your time—I look forward to learning more about this opportunity! Previously, I worked within two high-volume customer-support call centers for a major telecommunications carrier and a satellite television services provider. In these positions, I demonstrated the ability to resolve a variety of issues and complaints (such as billing disputes, service interruptions or cutoffs, repair technician delays/no-shows and equipment malfunctions). I consistently met my call-volume goals, handling an average of 56 to 60 calls per day. In addition to this experience, I gained considerable customer service skills during my part-time employment as a waitress and restaurant hostess while in high school. Sincerely, ADRIAN BAKER general manager
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Company story So what does storytelling have to do with your business? Everything! If you can’t properly convey a story then your products are not going to appeal to your audience. Bates reminded us that we love stories so much that we have to be trained to not fall for anecdotal evidence. Why? “Because our brains value stories over anything else,” states Bates.
bring in the big bucks $$$. Once you learn to tell a good story, your audience is always going to be wanting more, which will turn your readers into leads, your leads into customers, and your customers into loyal customers. 6 Key Tips for Business Storytelling
Well, what if you’re an awful storyteller? Stories can be incorporated into all Then keep reading because I’m about to your forms of content: blogs, e-books, share some of Bates TED-worthy wisdom. whitepapers, and even your “About us” page to captivate your audience. The value When Bates was young his dad, a Vietnam of storytelling can also be transferred to War veteran, would tell gory war stories and other departments to grow your business – he would sit there bug-eyed with his jaw on for example training your sales reps to tell the floor, mesmerized by every word that the story of your company or product or rolled out of his dad’s mouth. Little Bates using your story to captivate investors and asked himself, are all kids bloodthirsty, or is
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there something wrong with me? But as he grew wiser with age he realized that war stories have it all, which brings me to the first takeaway.
w Always incorporated these 5 mesmerizing C’s. So when crafting your story lay out the circumstances. Set the scene and give the vital information that will provide context for your reader. Use curiosity to leave the reader
1. Every story needs the 5 C’s – Circumstance, Curiosity, Characters, Conversations and Conflict So why was Bates fascinated by his father’s tales of battle? Because they always incorporated these 5 mesmerizing C’s. So when crafting your story lay out the circumstances. Set the scene and give the vital information that will provide context for your reader. Use curiosity to leave the reader wanting more (this trick works in headlines too). If there is nothing to be curious about then why
1.
For those of you that did not cry in
Whether you feel sad, happy, scared, or content, feeling something makes
2.
HardBall when Baby G was shot or in
Us feel more alive, which is why it is critical to make your listeners or readers feel.
3.
The Notebook when Noah and Allie
None of the facts and figures matter until you have some sort of emotional connection,” said
4.
Holding hands, I have one question, what’s wrong with you? I’m kidding, but in all seriousness even if you did not cry During these heart-wrenching scenes, your heart strings were pulled and
Stories are a great way to connect emotionally.” When crafting a story
5. 6.
Bates recommends thinking about what emotion you want to communicate and then Provide information to support the emotion.
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OUR team
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Gordon Blake Chairman, CEO & Co-Founder
Chairman, CEO and Co-Founder of Blackstone. Mr. Schwarzman has been involved in all phases of the firm’s development since its founding in 1985. The firm is a leading global asset manager with $356 billion Assets Under Management (as of June 30, 2016). Mr. Schwarzman is an active philanthropist
Jonathan Carr President & Chief Operating Officer
Prior to joining Blackstone Mr. James was Chairman of Global Investment Banking and Private Equity at Credit Suisse First Boston and a member of the Executive Board. Prior to the acquisition of Donaldson, Lufkin & Jenrette by Credit Suisse First Boston in 2000, Mr. James was the Chairman of DLJ’s
Jake Davidson Sr. Managing Director
Senior Managing Director in the Tactical Opportunities Group. Before joining Blackstone in 2013, Mr. Hirsch was a Managing Director and Head of Credit Structuring at Deutsche Bank where he sourced and structured transactions for a wide range of corporate and institutional clients across multiple
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Restructuring state enterprises In recent decades, various states modeled some of their assets and enterprises after business enterprises. In 2003, for example, the People’s Republic of China modeled 80% of its state-owned enterprises on a companytype management system.[3] Many state institutions and enterprises in China and Russia have transformed into joint-stock companies, with part of their shares being listed on public stock markets.
FORMS OF BUSINESS OWNERSHIP VARY BY JURISDICTION, BUT SEVERAL COMMON
$1.356.348
SOLE PROPRIETORSHIP
PARTNERSHIP
$965.258
CORPORATION
$741.230
COOPERATIVE
$523.658
LIMITED LIABILITY
$385.203
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A sole proprietorship, also known as a sole trader, is owned by one person and operates for their benefit. The owner operates the business alone and may hire employees. A sole proprietor has unlimited liability for all obligations incurred by the business, whether from operating costs or judgements against the business. A partnership is a business owned by two or more people. In most forms of partnerships, each partner has unlimited liability for the debts incurred by the business. The three most prevalent types of forprofit partnerships are general partnerships, limited partnerships, and limited liability partnerships. The owners of a corporation have limited liability and the business has a separate legal personality from its owners. Corporations can be either government-owned or privately owned. They can organize either for profit or as nonprofit organizations. A privately owned, for-profit corporation is owned by its shareholders, who elect a board of directors to direct the corporation and hire its managerial staff. A privately owned, for-profit corporation can be either privately held by a small group of individuals, or publicly held, with publicly traded shares listed on a stock exchange.
OFTEN REFERRED TO AS A “CO-OP”, A COOPERATIVE IS A LIMITED-LIABILITY BUSINESS THAT CAN A COOPERATIVE DIFFERS FROM A CORPORATION
COOPERATIVES ARE TYPICALLY CLASSIFIED AS EITHER
LIMITED LIABILITY PARTNERSHIPS, AND OTHER SPECIFIC TYPES OF BUSINESS
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Growing Power The smell of freshly baked chocolate chip cookies rushed into my nose the second I opened the door. The dimly lit Christmas lights gracefully draped across my warm basement apartment, and I could hear the sound of Carolers singing in the cobblestoned neighborhood streets outside. Do you see what I’m doing here? Did your heart just melt into a fuzzy ball? Appealing to the senses through your story immediately engages the reader. Set the scene by describing what it visually looks like. What sounds occurred? What smells filled the air? How did it feel? Appealing to these senses that the majority of your readers have experienced has a way of engrossing them into your story. As Bates stated, “Get the entire brain engaged instead of just a thin slice.” Bates follows the principles of VAKO: Visual, Auditory, Kinesthetic, and Olfactory. With these four elements in your story, you’re likely to draw in and lock down
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your audience. But make sure not to overdo it, your story needs some meat (cough, cough the 5 C’s) to keep your audience interested. The smell of freshly baked chocolate chip cookies rushed into my nose the second I opened the door. The dimly lit Christmas lights gracefully draped across my warm
Far too often storytellers or marketers give way too much detail upfront. They start their story in chronological order, putting the audience to sleep before the exciting stuff occurs. By the time you’ve reached the AH-HA moment
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basement apartment, and I could hear the sound of Carolers singing in the cobblestoned neighborhood streets outside. Do you see what I’m doing here? Did your heart just melt into a fuzzy ball? Appealing to the senses through your story immediately engages the reader. Set the scene by describing what it smells filled the air? How did it feel? Appealing to these senses that the majority of your readers have experienced has a way of engrossing them into your story. As Bates stated, “Get the entire brain engaged instead of just a thin slice.” Bates follows the principles of VAKO: Visual, Auditory, Kinesthetic, and Olfactory. With these four elements in your story, you’re likely to draw in and lock down your audience. But make sure not to overdo it, your story needs some meat (cough, cough the 5 C’s) to keep your audience interested.
The smell of freshly baked chocolate chip cookies rushed into my nose the second I opened the door. The dimly lit Christmas lights gracefully draped across my warm basement apartment, and I could hear the sound of Carolers singing in the cobblestoned neighborhood streets outside. Do you see what I’m doing here? Did your heart just melt into a fuzzy ball? Appealing to the senses through your story immediately engages the reader. Set the scene by describing what it visually looks like. What sounds occurred? What smells filled the air? How did it feel? Appealing to these senses that the majority of your readers have experienced has a way of engrossing them into your story.
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Management Do you remember that time when you told a long, detailed story to realize your friends looked about as engaged as they do during their commute to work on a Monday morning? At the end you come head first with a sarcastic “Good story…Tell it again.” Your face turns as red as a strawberry and you immediately cross story-telling off the list of things to do in a social setting. I’m here to tell you that your story didn’t suck! Congratulations! The way you told it did. Why? Well, it might have actually been an awful story, but you likely included waaay too much unnecessary detail. No, we do not care that your alarm went off on-time as usual or that your bus was a few minutes late. We’re much more interested in the fact that your teacher was fired for a rumored relationship with a student or that your bus driver was drunk and knocked over 4 mailboxes before getting handcuffed in front of the principle. Bates said it well, “Give
us what matters to us. Pick three points and don’t cram unnecessary information in. Bring just the key things to the top.” Do you remember that time when you told a long, detailed story to realize your friends looked about as engaged as they do during their commute to work on a Monday morning? At the end you come head first with a sarcastic “Good story…Tell it again.” YOUR FACE TURNS AS RED AS A STRAWBERRY AND YOU IMMEDIATELY CROSS STORY-TELLING OFF THE LIST OF THINGS TO DO IN A SOCIAL SETTING. I’m here to tell you that your story didn’t suck! Congratulations! The way you told it did. Why? Well, it might have actually been an awful story, but you likely included waaay too much unnecessary detail. No, we do not care that your alarm went off ontime as usual or that your bus
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Financial Report The FY 2012–2020 Financial Report, which includes the University’s audited financial statements, is available to view, download or print at the link below.
Item 1. Agriculture and mining businesses produce 2. Financial businesses include banks 3. Information businesses generate profits 4. Manufacturers produce products, either from raw 5. Real estate businesses sell, rent, and develop 6. Retailers and distributors act as middlemen 7. Service businesses offer intangible 8. Transportation businesses deliver goods 9. Information businesses generate profits 10. Retailers and distributors act as middlemen No
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2010 2015 86.520 15.365 58.639 58.639 95.325 43.520 15.365 74.523 26.948 58.639 74.523 95.325 86.520 86.520 95.325 58.639 74.523 95.325 15.365 74.523 143.520 183.520
2020 58.639 15.365 95.325 74.523 58.639 15.365 95.325 74.523 58.639 15.365 195.325
86%
72%
24%
Protection against unforeseen personal events, as well as events in the wider economies
Transference of family wealth across generations (bequests and inheritance)
Effects of tax policies (tax subsidies and/or penalties) on management of personal finances
There are three levels of managers, which are typically organized in a hierarchical, pyramid structure. Senior managers, such as the Board of Directors, Chief Executive Officer (CEO) or President of an organization, set the strategic goals of the organization and make decisions on how the overall organization will operate. Senior managers provide direction to the middle managers who report to them. Middle managers, examples of which would include branch managers, regional managers and section managers, provide direction to front-line managers. Middle managers communicate the strategic goals of senior management to the front-line managers. Lower managers, such as supervisors and front-line team leaders, oversee the work of regular employees (or volunteers, in some voluntary organizations) and provide direction on their work.
(for the shareholders), creating valued products at a reasonable cost (for customers), and providing great employment opportunities for employees. In nonprofit management, add the importance of keeping the faith of donors. In most models of management and governance, shareholders vote for the board of directors, and the board then hires senior management. SOME ORGANIZATIONS HAVE EXPERIMENTED WITH OTHER METHODS (SUCH AS EMPLOYEEVOTING MODELS) OF SELECTING OR REVIEWING MANAGERS, BUT THIS IS RARE.
In the public sector of countries constituted as representative democracies, voters elect politicians to public office. Such politicians hire many managers and administrators, and in some countries like the In profitable organizations, management’s United States political appointees lose their jobs on primary function is the satisfaction of a range of the election of a new president/governor/mayor. stakeholders. This typically involves making a profit
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Our Profile Corporate finance deals with the sources of funding and the capital structure of corporations and the actions that managers take to increase the value of the firm to the shareholders, as well as the tools and analysis used to allocate financial resources. Although it is in principle different from managerial finance which studies the financial management of all firms, rather than corporations alone, the main concepts in the study of corporate finance are applicable to the financial problems of all kinds of firms. Corporate finance generally involves balancing risk and profitability, while attempting to maximize an entity’s assets, net incoming cash flow and the value of its stock, and generically entails three primary areas of capital resource allocation. In the first, “capital budgeting”,
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management must choose which “projects” (if any) to undertake. The discipline of capital budgeting may employ standard business valuation techniques or even extend to real options valuation; see Financial modeling. The second, “sources of capital” relates to how these investments are to be funded: investment capital can be provided through different sources, such as by shareholders, in the form of equity (privately or via an initial public offering), creditors, often in the form of bonds, and the firm’s operations (cash flow). Shortterm funding or working capital is mostly provided by banks extending a line of credit. The balance between these elements forms the company’s capital structure. The third, “the dividend policy”, requires management to determine whether
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2. 3.
IDENTIFY RELEVANT OBJECTIVES AND CONSTRAINTS: INSTITUTION OR INDIVIDUAL GOALS, TIME HORIZON, RISK AVERSION AND TAX CONSIDERATIONS;
Financial management overlaps with the financial function of the accounting profession.
However, financial accounting is the reporting of historical financial information, while financial management
Concerned with the allocation of capital resources to increase a firm’s value to the shareholders and increase their rate
MAIN ARTICLE: FINANCIAL SERVICES An entity whose income exceeds its expenditure can lend or invest the excess income to help that excess income produce more income in the future. Though on the other hand, an entity whose income is less than its expenditure can raise capital by borrowing or selling equity claims, decreasing its expenses, or increasing its income. The lender can find a borrower—a financial intermediary such as a bank—or buy notes or bonds (corporate bonds, government bonds, or mutual bonds) in the bond market. The lender receives interest, the borrower pays a higher interest than the lender receives, and the financial intermediary earns the difference for arranging the loan. A bank aggregates the activities of many borrowers and lenders. A bank accepts deposits from lenders, on which it pays interest. The bank then lends these deposits to borrowers. Banks allow borrowers and lenders, of different sizes, to coordinate their activity. Finance is used by individuals (personal finance), by governments (public finance), by businesses (corporate finance) and by a wide variety of other organizations such as schools and non-profit organizations. In general, the goals of each of the above activities
23% 36% 51% 71% 11% 23% 36% 51%
Identification of required expenditure of a public sector entity Source(s) of that entity’s revenue The budgeting process Debt issuance (municipal bonds) for public works projects
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56% 18%
26%
43%
BEGINNING CASH BALANCE Capital, in the financial sense, is the money that gives the business the power to buy goods to be used in the production of other goods or the offering of a service. (The capital has two types of resources, Equity and Debt). The deployment of capital is decided by the budget. This may include the objective of business, targets set, and results in financial terms, e.g., the target set for sale, resulting cost, growth, required investment to achieve the planned sales, and financing source for the investment.
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Capital Financial economics is the branch of economics studying the interrelation of financial variables, such as prices, interest rates and shares, as opposed to goods and services. Financial economics concentrates on influences of real economic variables on financial ones, in contrast to pure finance. It centres on managing risk in the context of the financial markets, and the resultant economic and financial models. It essentially explores how rational investors would apply risk and return to the problem of an investment policy. Here, the twin assumptions of rationality and market efficiency lead to modern portfolio theory (the CAPM), and to the Black–Scholes theory for option valuation; it further studies phenomena and models where these assumptions do not hold, or are extended. “Financial economics”, at least
formally, also considers investment under “certainty” (Fisher separation theorem, “theory of investment value”, Modigliani–Miller theorem) and hence also contributes to corporate finance theory. Financial econometrics is the branch of financial economics that uses econometric techniques to parameterize the relationships suggested. Although closely related, the disciplines of economics and finance are distinctive. The “economy” is a social institution that organizes a society’s production, distribution, and consumption of goods and services, all of which must be financed. Economists make a number of abstract assumptions for purposes of their analyses and predictions.
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We are
HUMAN RESOURCES 22
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winner
HUMAN RESOURCES ARE THE PEOPLE WHO MAKE UP THE WORKFORCE OF AN ORGANIZATION, BUSINESS SECTOR, OR ECONOMY. “HUMAN CAPITAL” IS SOMETIMES USED SYNONYMOUSLY WITH “HUMAN RESOURCES”, ALTHOUGH HUMAN CAPITAL TYPICALLY REFERS TO A MORE NARROW VIEW (I.E., THE KNOWLEDGE THE INDIVIDUALS EMBODY AND ECONOMIC GROWTH). LIKEWISE, OTHER TERMS SOMETIMES USED INCLUDE “MANPOWER”, “TALENT”, “LABOUR”, “PERSONNEL”, OR SIMPLY “PEOPLE”.
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GOLD & BLUE COMPANY
CONTACT US Company Name Correspondence Team PO Box 71029 Wallingford Phone: (5068)-853-6521 Web: www.mycompany.com Mail: office@mycompany.com