Memo Form. Net Profit From Business: Fill & Download for Free

The job in the past was certainty harder, in the sense that:Most math was done manually, or with a slide rule.You had paper drawingsYou didn't yet have copiers.At best, you might have had a phone on your desk. But keep in mind long distance calls were expensive.Most contact with customers were face-to-face meeting, phone or by mail.Even some of the project management techniques we take for granted were in their infancy or not yet developed.Simulation was done in hardware (aerospace used wind tunnels. Of course, they still do, but back then there was no software to run iterations so promising designs could then be physically tested).Today, we have even mundane things like Excel to make our jobs easier. And spell checkers (though in this case, it was after 6000 views before some glaring errors were fixed). Email replacing memo’s have made communication faster, if nothing else (though I don’t recall Spam memos either!)Nevertheless, today we have more cultural and “environmental” issues. Competition from H1-B visa holders, political correctness in both universities and in some larger companies (look at the Google memo), consolidation across industries (look at the number of aerospace companies in the 60’s vs 2019) has made the business environment harder to navigate.Dilbert exists for a reason, after all.We have far more regulations, but in some cases that’s a good thing. ANSI was around for awhile, but ISO 9000 is new. But if done right, it is also a net positive.Tim in the comments also mentions todays financial pressure, especially from when a capital management company buys out a company and guts it for fun & profit.The internet has made both finding a job easier, bit also harder as you can now compete with people across the country for a single job. In the 60’s you generally worked in the local area you lived. Of course you could be transferred, or move to another area but that aspect was harder for the employee.

HiThat is a very big question in one line only. Food truck business is a personal management with your decided menu business only and with your optimum dedication you can easily go and big name.So FOOD TRUCK BREAKE - EVEN PLANCost & SalariesCost of raw Materials62500Staff salary (5 members)40000Diesel Cost (200ltr)10000Tax & Miscellaneous20000Total132500Avg. Cost of an item70Avg. Cash Memo size180Avg. bills per hr.7Total revenue /hr.1260Whole day sale(9hrs.)11340Sale for entire month (26 days working)294840Net Profit1623400So, your net income every month162340Simply, share some incentive with staff and they will make your profits doubleTruck Cost250000Refurbish and kitchen700000Total950000So, in total you spend 950000 and earn 162340/month, so ideally you reach =950000/162340break even in less than 6 months**These figures have come down from an already running food truck in Gurgaon ( Cannot disclose the name here ).For further details pls call Silver Spoon Food trucks +91–7289858501CheersManan

With $100 billion in cash on its balance sheet, Microsoft (NASDAQ:MSFT) decided to make a big purchase. The software giant is acquiring LinkedIn (NYSE:LNKD) for $26.2 billion.Microsoft hasn't been afraid to spend big to acquire strategic assets, but LinkedIn is by far its biggest acquisition. Its next largest is Skype, which it purchased for $8.5 billion in 2011. Its track record isn't great; some of its biggest acquisitions ended in complete failure. Most recently, Microsoft paid $7.2 billion to acquire Nokia's phone division. That one didn't turn out so great for investors.Many analysts see the potential of Microsoft's latest acquisition, but it's certainly no slam dunk. Here are three reasons Microsoft's blockbuster purchase is a bad move.Extremely priceyMicrosoft is paying a hefty premium for LinkedIn. The buyout price of $196 per share values the company at 91 times EBITDA over the trailing 12 months. Even if you prefer to look at forward earnings projections, Microsoft is still paying 26 times EBITDA. Comparatively, the company paid 46.7 times EBITDA for Skype and 40.7 times EBITDA for aQuantive -- an ad tech company it purchased for $5.5 billion in 2007.It's paying $250 per average monthly visitor, and $60 for each of LinkedIn's 433 million registered users. Even Facebook didn't pay that much for WhatsApp, when it bought the messaging app for $19 billion. It paid just $42 for each of its 450 million active users. It's since grown WhatsApp to over 1 billion users -- a milestone LinkedIn is unlikely to reach, at least not anytime soon.Such a rich valuation makes the purchase all that more risky for Microsoft, which has a poor track record when it comes to big acquisitions. Additionally, it puts the focus on opportunity costs, considering what else Microsoft might have been able to acquire for $26 billion. Granted, this is CEO Satya Nadella's first giant acquisition, so perhaps he'll be able to turn Microsoft's acquisition fortunes around.Unprofitable assetsPaying a sizable premium wouldn't be a problem if LinkedIn was profitable. LinkedIn uses a lot of stock-based compensation to pay its employees. That makes its EBITDA look good, but its net income according to generally accepted accounting principles (GAAP) is a different story.Last year, LinkedIn lost $166 million on $2.99 billion in revenue. At that scale, you'd think LinkedIn would be getting close to profitable. In fact, the opposite is happening. The net loss widened from $16 million in 2014. It was profitable from 2011 to 2013, but increased spending on product development and a lower gross margin led it back into the red.While those new products spurred revenue growth, LinkedIn's revenue growth in 2016 is expected to slow by more than 10 percentage points to 24.5%, and to just 19.6% next year. Comparatively, the larger Facebook continues to grow rapidly, with analysts expecting 45.2% revenue growth this year.Nadella said a key part of the acquisition is "accelerating LinkedIn's growth" in a memo. If anything, that's an understatement.No clear path forwardMany analysts are pointing to the potential for LinkedIn to boost Microsoft's cloud enterprise software and vice versa, but there's no clear path for how Microsoft will successfully do so. Even CEO Satya Nadella doesn't seem to have a plan.Despite all the talk about how the two companies can help each other, Nadella was short on concrete examples in his memo about the acquisition. He added, "I can't wait to see what our teams dream up when we can begin working together once the deal closes."Coming up with ways to make acquisitions work after the fact hasn't been Microsoft's strong suit. Its aQuantive purchase displayed how inept Microsoft is at running an ad business despite its push to grow Bing. It eventually sold some of the aQuantive assets to Facebook. It failed to integrate Nokia's devices with its mobile software business despite Nadella's focus on mobile upon taking over the company. Its Yammer acquisition has become an afterthought add-on to Office 365, which adds no real value to the enterprise chat app. That's why it's been surpassed by services like Slack.Without a clear path to create synergies between the two companies, Microsoft may have found itself with another high-priced mistake in the M&A market.