When CEO Robert Nardelli took over Home Depot in 2000, there was little central control. Store managers acted independently and costs were higher than competitors like Lowes. Nardelli changed the culture to focus on central control and cutting costs. To control costs, store managers were not allowed to choose products for local customers. Employees lost their customer-focused attitudes, and customer service suffered. To repair this, the next CEO, Frank Blake, sought to restore the "Orange Apron" culture. What does this example best illustrate?

Vendors provide restaurants with what? o a. cooked items ob. raw materials oc. furniture od. menu recipes

Determining effects of stock splits oracle corp has had the following stock splits since its inception. effective date split amount october 12, 2000 2 for 1 january 18, 2000 2 for 1 february 26, 1999 3 for 2 august 15, 1997 3 for 2 april 16, 1996 3 for 2 february 22, 1995 3 for 2 november 8, 1993 2 for 1 june 16,1989 2 for 1 december 21, 1987 2 for 1 march 9, 1987 2 for 1 a. if the par value of oracle shares was originally $2, what would oracle corp. report as par value per share on its 2015 balance sheet? compute the revised par value after each stock split. round answers to three decimal places.

You have just been hired as a brand manager at kelsey-white, an american multinational consumer goods company. recently the firm invested in the development of k-w vision, a series of systems and processes that allow the use of up-to-date data and advanced analytics to drive informed decision making about k-w brands. it is 2018. the system is populated with 3 years of historical data. as brand manager for k-w’s blue laundry detergent, you are tasked to lead the brand's turnaround. use the vision platform to to develop your strategy and grow blue’s market share over the next 4 years.