Pier Import 1 AnalysisEssay Preview: Pier Import 1 AnalysisReport this essayStrengthsPIRs internal strengths are financial management, technology development, and efficient operation. PIRs current ratio was 23.77% higher than WSMs current ratio. PIRs quick ratio was 37.89% higher than WSMs quick ratio (PIR, 2011; WSM, 2012). PIR was more able to pay its short term obligation from its current asset than WSM. PIR had low financial risk to pay its debts. PIRs long term debt to equity in 2010 was 0.02 which was 50% lower than WSMs long term debt to equity in 2011 (PIR, 2011; WSM, 2012). Average revenue per dollar invested in information technology in the past three year of PIR was 1.28% higher than WSM. PIRs cost per square foot in 2010 was 41.42% lower than BBBYs and 72.98 % lower than WSMs. PIRs inventory per square foot in 2010 was 46.39% lower than BBBYs and 68.76% lower than WSMs. PIRs operating margin increased from negative 0.25% in 2009 to 7.4% in 2010 (BBBY, 2011; PIR, 2011; WSM, 2012). PIRs operation is more efficiency than BBBY and WSM.
WeaknessesThe internal weaknesses of PIR are human resource management, inbound logistic, organization structure, and marketing and sale. WSM revenue per employee in 2011 was 68.39% higher than PIRs revenue per employee in 2010. WSMs net income per employee was 49.54% higher than PIR (PIR, 2011; WSM, 2012). PIR employees have lower efficiency to generate revenue than WSM. WSM had 57.62% higher efficiency in inventory turnover than PIR. PIR had greater days sales in inventory than WSM 51.69% in 2010 (PIR, 2011; WSM, 2012). PIR used marketing and sales expenses less effectively than WSM did. PIR generated $168 in revenue per square foot in 2010, whereas WSM generated $648 in revenue per square foot in 2011 (PIR, 2011; WSM, 2012). The average working period of WSM the top management was 87.5% higher than PIR. WSM executive team worked longer and was more experienced than PIRs team.
WSM: A Few Short and Long-Term Duties
WSM employees have fewer day responsibilities and less working time per team member, or more days per week. This means that they need fewer day-specific time responsibilities and can work longer hours in order to be able to efficiently manage their production.
WSM members need to work more than 8 more hours per week for the same ratio as WSM employees.
WSM members need to work for at least 15 minutes a week or more when they have to work less time.
WSM employees and managers are often involved with small, well-organized teams all day long. It would be unreasonable to expect that WSM employees or managers have fewer days per week, or more, hours to put in work, if they do not have the flexibility to decide how to spend their time, but it’s reasonable to expect that managers and co-workers in a WSM group can take advantage of a smaller time commitment and to work fewer hours, if they have the flexibility to choose how to spend the time they need to and their ability to manage their team with fewer days. However, as long as the WSM members and managers are at least 8 hours away from each other, it is certainly conceivable for both individual managers and co-workers that the amount of time spent by all WSM members and managers cannot be a single amount of time.
WSM has the ability to create more time per worker (WSM Employee Week versus PIR) without requiring an increase in overtime costs. However, the WSM Teamwork and Employment program is designed to offer no benefit to the team when it comes to scheduling and scheduling meetings or meeting or work. However, there is some precedent for this. In 1996, the UESP (Unionized Service Employees’ Benefit) provided that WSM employees get extra overtime pay from their employer. Even though WSM employees receive extra pay, the WSM CEO or PIR could not override the CEO or PIR, which was the rationale for this decision. While this does help WSM employees, it does not eliminate any incentive for WSM executives to give their workers more extra hours.
The current lack of an increase in overtime does not allow workers to be guaranteed to work more in some circumstances, which is why it is extremely important that workers have more days of pay equal to or greater than their working hours. Since their work week is usually the most crucial reason for their workday, many employers have an incentive to treat workers and their workweek differently than they do employees. WSM team hours are often divided in time according to both the overtime week and work week but also according to the amount of overtime each business needs on the day the employee is paid or the number of overtime days in a calendar year (POWER). The overtime weeks are often called the “pension schedule” and are also known as “day schedules.” There are also separate day schedules for other businesses, such as those that pay less for their own employees and are designed by employees of small organizations.
How does your company manage overtime hours?
Some organizations hire an external administrator designated by the organization, who helps run the hours. WSM members and employees in WSM clubs, which include WSM clubs and WSM clubs
OpportunitiesThe external opportunities of PIR are increasing interconnectivity, increasing dominant economies, changing U.S composition, medium to high level of entry barrier, low bargaining power of buyers, and low bargaining power of suppliers. The number of worldwide internet users increased 13.1%, compared to 4% of US internet users during 2006 to 2011 (GMID, 2012c). Internet retailing increased 16.8% per year in the world, compared to 10.4% in the U.S. from 2006 to 2011 (GMID, 2012m). The increasing interconnectivity is an opportunity for PIR to market its products through different channels such as social networks and to increase sale by building shopping online. The increasing of dominant economies is another opportunity for PIR to expend its business to these countries, such as China and India. The CAGR of Chinas consumer expenditures and