High-achieving high school student Joel Goodsen lives with his wealthy parents in the Chicago North Shore area of Glencoe. His father wants him to attend Princeton University, his alma mater, so Joel participates in Future Enterprisers, an extracurricular activity in which students work in teams to create small businesses.
The next morning, Joel finds his house has been burgled. When he tries to call Lana, Guido answers; he tells him he will let Joel buy back his furniture. Joel and his friends manage to get everything moved back in just as his parents walk in, though his mother notices a crack in her egg. Later, Joel's father congratulates him; the interviewer was very impressed, and Joel will be accepted into Princeton.
The film also includes "Hungry Heart" by Bruce Springsteen, "Every Breath You Take" by The Police, and "Swamp" by Talking Heads. The LP and CD versions of the soundtrack include two different versions of "Love on a Real Train (Risky Business)," both of which are different recordings from the version used in the film for the final love scene or closing credits.
A New Business Model: The technological catalysts above each gave way to a new business model, pioneered by visionaries like Rowland Macy, Richard Sears, Sam Walton and Jeff Bezos, that fundamentally changed the retail landscape.
Hard Goods to Soft Goods: The final disruptive pattern is that disruptors have always entered at the low-end of the market with lower margin, basic goods like books, records, pots and pans, utensils etc. As they gain traction with the new model, however, disruptive tendencies kick-in and they slowly begin moving into higher margin, more experiential goods like cosmetics, clothing and furniture. The business model is the same, but the store changes from merely a delivery mechanism for basic goods to a destination based on experiencing and discovering higher-margin products.
The growth of conventional low-end disruption makes fighting a lower-cost business model over basic, low-margin goods a losing battle. Recognizing that reality, Wal-mart, Target and the rest have begun divesting of their book, CD and DVD product lines. They have chosen not to fight.
The current big box model captures value when people purchase goods. But now, in order to survive, big box retailers need a business model innovation that fundamentally changes the way they capture value. Since they are no longer the cheapest, and increasingly no longer the most convenient, they must integrate around the jobs they can win. The objective is to capture value at every turn. At the crossroads of fight or flight, they must reject both. Instead, they must transform. But how?
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During the Ufirst transformation, the payroll team worked to align business processes so that manual activities were reduced and efficiency was increased using Workday technology. We also leveraged Workday to improve payroll reporting and analytics. In order to provide seamless customer service for those we serve, we are aligned with HR policies and processes, and we work tightly with the HR Solution Center.
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Such a situation can severely narrow the crack spread, which represents the profit margin a refiner realizes when he procures crude oil while simultaneously selling the refined products into a competitive market. Because refiners are on both sides of the market at once, their exposure to market risk can be greater than that incurred by companies who simply sell crude oil, or sell products to the wholesale and retail markets.
In addition to covering the operational and fixed costs of operating the refinery, refiners desire to achieve a rate of return on invested assets. Because refiners can reliably predict their costs, other than crude oil, an uncertain crack spread can considerably cloud understanding of their true financial exposure.
In January, the spread between April crude oil futures ($50.00 per barrel) and May RBOB gasoline futures ($1.60 per gallon or $67.20 per barrel) presents what the refiner believes to be a favorable 1:1 crack spread of $17.20 per barrel. Typically, refiners purchase crude oil for processing in a particular month, and sell the refined products one month later.
Two months later, in March, the refiner purchases the crude oil at $60.00 per barrel in the cash market for refining into products. At the same time, he also sells gasoline from his existing stock in the cash market for $1.75 per gallon, or $73.50 per barrel. His crack spread value in the cash market has declined since January, and is now $13.50 per barrel ($73.50 per barrel gasoline less $60.00 per barrel for crude oil).
An independent refiner who is exposed to the risk of increasing crude oil costs and falling refined product prices runs the risk that his refining margin will be less than anticipated. He decides to lock-in the current favorable cracking margins, using the 3:2:1 crack spread strategy, which closely matches the cracking margin at the refinery.
One month later, on October 15, the refiner purchases the crude oil at $60.00 per barrel in the cash market for refining into products. At the same time, he also sells gasoline from his existing stock in the cash market for $1.70 per gallon ($71.40 per barrel) and diesel fuel for $1.80 per gallon ($75.60 per barrel). The 3:2:1 crack spread value in the cash market has declined since September, and is now $12.80 per barrel.
Two months later, in March, when the refiner begins the refinery maintenance, he sells the crude oil at a lower price of $40.00 per barrel in the cash market because of the refinery closure. At the same time, he also buys gasoline in the spot market for $1.70 per gallon, or $71.40 per barrel. The crack spread value in the cash market has increased since January, and is now $31.40 per barrel ($71.40 per barrel gasoline less $40.00 per barrel for crude oil).
The refiner has successfully hedged for the rising crack spread (the futures gain of $14.20 is added to the cash market cracking margin of $17.20). Had the refiner been unhedged, his margin would have been limited to the $17.20 gain he had in the cash market. Instead, combined with the futures gain, his final net cracking margin with the hedge is $31.40.
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KGF 2 is said to have been released on about 10000 screens worldwide. As per reports, multiple versions of the film are available across India on about 6500 screens. And the Hindi version alone is playing on about 4000 screens. These are unheard screen counts for an original Kannada movie. And KGF 2 has set a new benchmark for the Kannada film industry while adding to the growing demand for commercial movies from the south in the Hindi speaking belt.
KGF 2 saw a record advance booking in the Hindi belt, which was even more than the bookings generated by RRR. Trade experts predicted that the Hindi version alone will collect Rs 30 crore upwards on its opening day, which itself is a record for a dubbed Kannada movie. However, if the buzz is anything to go by, it was a very conservative prediction. 2b1af7f3a8