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| General Merchandise Stores |
| Asset Management and Custody Banks |
| Advertising |
| Health Care Facilities |
| Health Care Distribution and Services |
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| Provide |
| Leadership |
| Regime |
| Ease |
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| Solicit support |
| Consult |
| Warn |
| Force |
| Yield to order |
| Empathize |
| Riot |
| Reward |
| Wiki | Wiki Summary |
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| Arithmetic | Arithmetic (from Ancient Greek ἀριθμός (arithmós) 'number', and τική [τέχνη] (tikḗ [tékhnē]) 'art, craft') is an elementary part of mathematics that consists of the study of the properties of the traditional operations on numbers—addition, subtraction, multiplication, division, exponentiation, and extraction of roots. In the 19th century, Italian mathematician Giuseppe Peano formalized arithmetic with his Peano axioms, which are highly important to the field of mathematical logic today. |
| Operation Mincemeat | Operation Mincemeat was a successful British deception operation of the Second World War to disguise the 1943 Allied invasion of Sicily. Two members of British intelligence obtained the body of Glyndwr Michael, a tramp who died from eating rat poison, dressed him as an officer of the Royal Marines and placed personal items on him identifying him as the fictitious Captain (Acting Major) William Martin. |
| Bitwise operation | In computer programming, a bitwise operation operates on a bit string, a bit array or a binary numeral (considered as a bit string) at the level of its individual bits. It is a fast and simple action, basic to the higher-level arithmetic operations and directly supported by the processor. |
| Special Activities Center | The Special Activities Center (SAC) is a division of the Central Intelligence Agency responsible for covert operations and paramilitary operations. The unit was named Special Activities Division (SAD) prior to 2015. |
| Operations management | Operations management is an area of management concerned with designing and controlling the process of production and redesigning business operations in the production of goods or services. It involves the responsibility of ensuring that business operations are efficient in terms of using as few resources as needed and effective in meeting customer requirements. |
| Operations research | Operations research (British English: operational research), often shortened to the initialism OR, is a discipline that deals with the development and application of advanced analytical methods to improve decision-making. It is sometimes considered to be a subfield of mathematical sciences. |
| Emergency operations center | An emergency operations center (EOC) is a central command and control facility responsible for carrying out the principles of emergency preparedness and emergency management, or disaster management functions at a strategic level during an emergency, and ensuring the continuity of operation of a company, political subdivision or other organization.\nAn EOC is responsible for strategic direction and operational decisions and does not normally directly control field assets, instead leaving tactical decisions to lower commands. |
| Surgery | Surgery is a medical or dental specialty that uses operative manual and instrumental techniques on a person to investigate or treat a pathological condition such as a disease or injury, to help improve bodily function, appearance, or to repair unwanted ruptured areas.\nThe act of performing surgery may be called a surgical procedure, operation, or simply "surgery". |
| Operation Condor | Operation Condor (Spanish: Operación Cóndor, also known as Plan Cóndor; Portuguese: Operação Condor) was a United States-backed campaign of political repression and state terror involving intelligence operations and assassination of opponents. It was officially and formally implemented in November 1975 by the right-wing dictatorships of the Southern Cone of South America.Due to its clandestine nature, the precise number of deaths directly attributable to Operation Condor is highly disputed. |
| SAP ERP | SAP ERP is an enterprise resource planning software developed by the German company SAP SE. SAP ERP incorporates the key business functions of an organization. The latest version of SAP ERP (V.6.0) was made available in 2006. |
| Profit (economics) | An economic profit is the difference between the revenue a commercial entity has received from its outputs and the opportunity costs of its inputs. It equals to total revenue minus total cost, including both explicit and implicit costs. |
| Marketing | Marketing is the process of exploring, creating, and delivering value to meet the needs of a target market in terms of goods and services; potentially including selection of a target audience; selection of certain attributes or themes to emphasize in advertising; operation of advertising campaigns; attendance at trade shows and public events; design of products and packaging attractive to buyers; defining the terms of sale, such as price, discounts, warranty, and return policy; product placement in media or with people believed to influence the buying habits of others; agreements with retailers, wholesale distributors, or resellers; and attempts to create awareness of, loyalty to, and positive feelings about a brand. Marketing is typically done by the seller, typically a retailer or manufacturer. |
| Merchandising | Merchandising is any practice which contributes to the sale of products to a retail consumer. At a retail in-store level, merchandising refers to displaying products that are for sale in a creative way that entices customers to purchase more items or products. |
| Service Merchandise | Service Merchandise was a retail chain of catalog showrooms carrying jewelry, toys, sporting goods, and electronics. The company, which first began in 1934 as a five-and-dime store, was in existence for 68 years before ceasing operations in 2002. |
| General line of merchandise | General line of merchandise or general merchandise is a term used in retail and wholesale business in reference to merchandise not limited to some particular category. General merchandise stores (general stores) address this sector of retail. |
| Visual merchandising | Visual Merchandising is the practice in the retail industry of optimizing the presentation of products and services to better highlight their features and benefits. The purpose of such visual merchandising is to attract, engage, and motivate the customer towards making a purchase.Visual merchandising traditionally occurs in brick and mortar stores using a blend of lighting, color combinations, and articles of decor to stimulate an observer and generate interest. |
| Return merchandise authorization | A return merchandise authorization (RMA), return authorization (RA) or return goods authorization (RGA) is a part of the process of returning a product to receive a refund, replacement, or repair during the product's warranty period. Both parties can decide how to deal with it, which could be refund, replacement or repair. |
| Profitability analysis | In cost accounting, profitability analysis is an analysis of the profitability of an organisation's output. Output of an organisation can be grouped into products, customers, locations, channels and/or transactions. |
| Customer profitability | Customer profitability (CP) is the profit the firm makes from serving a customer or customer group over a specified period of time, specifically the difference between the revenues earned from and the costs associated with the customer relationship in a specified period. According to Philip Kotler,"a profitable customer is a person, household or a company that overtime, yields a revenue stream that exceeds by an acceptable amount the company's cost stream of attracting, selling and servicing the customer."\nCalculating customer profit is an important step in understanding which customer relationships are better than others. |
| Profitable growth | Profitable Growth is the combination of profitability and growth, more precisely the combination of Economic Profitability and Growth of Free cash flows. Profitable growth is aimed at seducing the financial community; it emerged in the early 80s when shareholder value creation became firms’ main objective. |
| Small Is Profitable | Small Is Profitable: The Hidden Economic Benefits of Making Electrical Resources the Right Size is a 2002 book by energy analyst Amory Lovins and others. The book describes 207 ways in which the size of "electrical resources"—devices that make, save, or store electricity—affects their economic value. |
| Return on equity | The return on equity (ROE) is a measure of the profitability of a business in relation to the equity. Because shareholder's equity can be calculated by taking all assets and subtracting all liabilities, ROE can also be thought of as a return on assets minus liabilities. |
| Competition | Competition is a rivalry where two or more parties strive for a common goal which cannot be shared: where one's gain is the other's loss (an example of which is a zero-sum game). Competition can arise between entities such as organisms, individuals, economic and social groups, etc. |
| Competitor analysis | Competitive analysis in marketing and strategic management is an assessment of the strengths and weaknesses of current and potential competitors. This analysis provides both an offensive and defensive strategic context to identify opportunities and threats. |
| Competitors for the Crown of Scotland | When the crown of Scotland became vacant in September 1290 on the death of the seven-year-old child Queen Margaret, 13 claimants to the throne came forward. Those with the most credible claims were John Balliol, Robert Bruce, John Hastings and Floris V, Count of Holland. |
| Competitor backlinking | Competitor backlinking is a search engine optimization strategy that involves analyzing the backlinks of competing websites within a vertical search. The outcome of this activity is designed to increase organic search engine rankings and to gain an understanding of the link building strategies used by business competitors.By analyzing the backlinks to competitor websites, it is possible to gain a benchmark on the number of links and the quality of links that is required for high search engine rankings. |
| Sport of athletics | Athletics is a group of sporting events that involves competitive running, jumping, throwing, and walking. The most common types of athletics competitions are track and field, road running, cross country running, and racewalking. |
| List of female fitness and figure competitors | This is a list of female fitness and figure competitors.\n\n\n== A ==\nJelena Abbou\n\n\n== B ==\nLauren Beckham\nAlexandra Béres\nSharon Bruneau\n\n\n== C ==\nNatalie Montgomery-Carroll\nJen Cassetty\nKim Chizevsky\nSusie Curry\n\n\n== D ==\nDebbie Dobbins\nNicole Duncan\n\n\n== E ==\nJamie Eason\nAlexis Ellis\n\n\n== F ==\nAmy Fadhli\nJaime Franklin\n\n\n== G ==\nAdela García \nConnie Garner\nElaine Goodlad\nTracey Greenwood\nOksana Grishina\n\n\n== H ==\nMallory Haldeman\nVanda Hădărean\nJen Hendershott\nSoleivi Hernandez\nApril Hunter\n\n\n== I ==\n\n\n== J ==\nTsianina Joelson\n\n\n== K ==\nAdria Montgomery-Klein\nAshley Kaltwasser\n\n\n== L ==\nLauren Lillo\nMary Elizabeth Lado\nTammie Leady\nJennifer Nicole Lee\nAmber Littlejohn\nJulie Lohre\nJenny Lynn\n\n\n== M ==\nTimea Majorová\nLinda Maxwell\nDavana Medina\nJodi Leigh Miller\nChisato Mishima\n\n\n== N ==\nKim Nielsen\n\n\n== O ==\n\n\n== P ==\nVicky Pratt\nElena Panova\nChristine Pomponio-Pate\nCathy Priest\n\n\n== Q ==\n\n\n== R ==\nMaite Richert\nCharlene Rink\nKelly Ryan\n\n\n== S ==\nErin Stern\nCarol Semple-Marzetta\nKrisztina Sereny\nTrish Stratus (Patricia Anne Stratigias)\n\n\n== T ==\nKristi Tauti\nJennifer Thomas\n\n\n== U ==\n\n\n== V ==\nLisa Marie Varon\n\n\n== W ==\nLatisha Wilder\nTorrie Wilson\nLyen Wong\nJenny Worth\nNicole Wilkins\n\n\n== Y ==\n\n\n== Z ==\nMarietta Žigalová\nMalika Zitouni\n\n\n== See also ==\nList of female bodybuilders\n\n\n== References ==\nThere has been a rise in the number of women wanting to compete as fitness models. |
| Competitor Group | Competitor Group, Inc. (CGI) is a privately held, for-profit, sports marketing and management company based in Mira Mesa, San Diego, California. |
| Generic trademark | A generic trademark, also known as a genericized trademark or proprietary eponym, is a trademark or brand name that, because of its popularity or significance, has become the generic term for, or synonymous with, a general class of products or services, usually against the intentions of the trademark's owner.\nA trademark is said to become genericized—or, informally, to have suffered genericide—when it begins as a distinctive product identifier but changes in meaning to become generic. |
| Trademark symbol | The trademark symbol ⟨™⟩ is a symbol to indicate that the preceding mark is a trademark, specifically an unregistered trademark. It complements the registered trademark symbol ⟨®⟩ which is reserved for trademarks registered with an appropriate government agency.In Canada, an equivalent marque de commerce symbol, ⟨🅪⟩ (U+1F16A) is used in Quebec. |
| List of generic and genericized trademarks | The following three lists of generic and genericized trademarks are:\n\nmarks which were originally legally protected trademarks, but have been genericized and have lost their legal status due to becoming generic terms,\nmarks which have been abandoned and are now generic terms\nmarks which are still legally protected as trademarks, at least in some jurisdictions\n\n\n== List of former trademarks that have been genericized ==\nThe following partial list contains marks which were originally legally protected trademarks, but which have subsequently lost legal protection as trademarks by becoming the common name of the relevant product or service, as used both by the consuming public and commercial competitors. These marks were determined in court to have become generic. |
| Trademark dilution | Trademark dilution is a trademark law concept giving the owner of a famous trademark standing to forbid others from using that mark in a way that would lessen its uniqueness. In most cases, trademark dilution involves an unauthorized use of another's trademark on products that do not compete with, and have little connection with, those of the trademark owner. |
| Registered trademark symbol | The registered trademark symbol, ®, is a typographic symbol that provides notice that the preceding word or symbol is a trademark or service mark that has been registered with a national trademark office. A trademark is a symbol, word, or words legally registered or established by use as representing a company or product. |
| Trademark look | Trademark look or signature look is the characteristic clothes or other distinguishing signs used by a certain character or performer, making the person more recognizable by the audience. Politicians may also have trademark signs, such as the suit of American President Barack Obama or the Merkel-Raute hand gesture of German Chancellor Angela Merkel. |
| United States Patent and Trademark Office | The United States Patent and Trademark Office (USPTO) is an agency in the U.S. Department of Commerce that serves as the national patent office and trademark registration authority for the United States. The USPTO's headquarters are in Alexandria, Virginia, after a 2005 move from the Crystal City area of neighboring Arlington, Virginia. |
| Unregistered trademark | An unregistered trademark or common law trademark is an enforceable mark created by a business or individual to signify or distinguish a product or service. It is legally different from a registered trademark granted by statute. |
| Risk Factors |
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| CACHE INC ITEM 1A RISK FACTORS Our success depends on our ability to respond rapidly to ever-changing fashion trends and customer demands |
| Customer tastes and fashion trends change rapidly |
| Our success depends in large part on our ability to anticipate the fashion tastes of our customers, to respond to changing fashion tastes and consumer demands, and to translate market trends into fashionable merchandise on a timely basis |
| If we are unable to anticipate, identify or react to changing styles or trends, our sales may decline and we may be faced with excess inventories |
| If this occurs, we may be forced to rely on additional markdowns or promotional sales to dispose of excess or slow moving inventory |
| This could also cause us to miss opportunities |
| Both of the foregoing could have a material adverse effect on our business, financial condition and results of operations |
| In addition, if we miscalculate fashion tastes and our customers come to believe that we are no longer able to offer fashions that appeal to them, our brand image may suffer |
| Our growth will depend on our ability to successfully open and operate new stores |
| Our growth strategy depends on our ability to open and operate new stores on a profitable basis |
| Opening new stores is dependant on a variety of factors including our ability to: · Identify suitable markets and sites for store locations, · Negotiate acceptable lease terms, · Hire, train and retain competent store personnel, · Maintain a proportion of new stores to mature stores that does not harm existing sales, · Foster current relationships and develop new relationships with vendors that are capable of supplying an increasing volume of merchandise, · Manage inventory effectively to meet the needs of new and existing stores in a timely basis and · Expand our infrastructure to accommodate growth |
| Additionally, we plan to open approximately 25 new stores during fiscal 2006 and approximately 30 new stores in fiscal 2007 |
| We intend to continue to open a significant number of new stores in future years and to remodel many of our existing stores as their leases come up for renewal |
| Our proposed expansion will place demands on our operational, managerial and administrative resources |
| These increased demands could have a material adverse effect on our ability to manage our business |
| As we open more stores, our resources may come under greater strain and may prove to be inadequate |
| If we are unable to open new stores or remodel our existing stores as planned, or if our new stores are unsuccessful, it could have a negative impact on our financial performance |
| In addition, even if we are able to open new stores as planned, some of our newly opened stores may not be commercially successful, possibly resulting in their closure at a significant cost to us or a material adverse effect on our financial condition or results of operations |
| In addition, some of our new stores will be opened in areas of the United States in which we currently have few or no stores |
| The expansion into new markets may present competitive, merchandising and administrative challenges that are different from those currently encountered in our existing markets |
| Any of these challenges could adversely affect our business, financial condition and results in operations |
| We recently made changes to our business strategy that, if not successful, could hurt our profitability |
| We have embarked on a number of strategic initiatives intended to improve our business and profitability |
| These initiatives include hiring new members of senior management, significantly increasing our advertising and promotional activities, transitioning to exclusively Cache and Lillie Rubin branded lines of apparel, increasing the number of store openings, remodeling existing stores and reducing the number of items carried in our stores and vendors from which we source |
| These initiatives have costs associated with them, and we cannot assure you that they ultimately will prove successful or result in an increase to our sales or profitability |
| Fluctuations in comparable store sales and quarterly results of operations could cause the price of our common stock to decline substantially |
| Our quarterly results of operations for our individual stores have fluctuated in the past and will continue to fluctuate in the future |
| Since the beginning of fiscal 2000, our quarterly comparable store sales have ranged from an increase of 13prca to a decrease of 5prca |
| We cannot assure you that we will be able to increase comparable store sales in the future over any given period |
| Our comparable store sales and quarterly results of operations are affected by a variety of factors, including: · Fashion trends, · Calendar shifts of holiday or seasonal periods, · The effectiveness of our inventory management, · Changes in our merchandise mix, · The timing of promotional events, · Weather conditions, · Changes in general economic conditions and consumer spending patterns and · Actions of competitors or mall anchor tenants |
| If our future comparable store sales fail to meet the expectations of research analysts, then the market price of our common stock could decline substantially |
| 8 ______________________________________________________________________ Our success depends in part on the efforts of our management team, several of whom are relatively new to our company |
| Our success in implementing our business and growth strategies depends on the abilities and experience of our management team |
| If we were to lose the services of one or more members of this team, and in particular the services of Brian Woolf, our Chief Executive Officer, we may be unable to find a suitable replacement on a timely basis |
| This in turn could adversely affect our business, financial condition and results of operations |
| Additionally, some members of our management team recently joined us and have been working together for a relatively short amount of time |
| It is possible that we will be unable to integrate the new members of our management to effectively and efficiently run our business |
| If we are unable to do so, it could frustrate the execution of our business strategy and hurt our profitability |
| We may be adversely impacted at any time by a significant number of competitors |
| The women’s apparel market is highly competitive, fragmented and characterized by low barriers to entry |
| We compete against a diverse group of retailers, including traditional department stores, national and local specialty retail stores, internet-based retailers and mail order retailers |
| Many of our competitors, particularly traditional department stores and national specialty retail stores, are larger and have greater resources to expend on marketing and advertising campaigns |
| In addition, may of these competitors are already established in markets that we have not yet penetrated and have greater name recognition in general |
| We cannot assure you that we will continue to be successful in competing against existing or future competitors |
| Our expansion into markets served our competitors or entry of new competitors or expansion of existing competitors into our markets could have a material adverse effect on our business, financial condition and results of operations |
| Our sales fluctuate on a seasonal basis and are sensitive to economic conditions and consumer spending patterns, leaving our operating results particularly susceptible to changes in shopping patterns |
| Our net sales and net income are generally highest each year during our fourth fiscal quarter (October, November, and December) and lowest in our third fiscal quarter (July, August, and September) |
| Any significant decrease in sales during the fourth quarter in a given year would hurt our profitability |
| Our business is also sensitive to changes in overall economic conditions and consumer spending patterns |
| Our growth, sales and profitability may be adversely affected by unfavorable local, regional, national or international economic conditions, including the effects of war, terrorism or the threat of these events |
| We rely on a relatively small number of vendors, and our success depends on maintaining good relationships with these vendors to source our products |
| For fiscal 2005, we purchased approximately 37prca of our merchandise from our top five vendors, with approximately 21prca being purchased from one vendor |
| The terms of our relationships with our vendors generally are not contractual and do not assure adequate supply or pricing on a long-term basis |
| If one or more of these vendors ceased to sell to us or significantly altered the terms of our relationship, we may be unable to obtain merchandise in a timely manner, in the desired styles, fabrics or colors, or at the prices and volumes we need |
| This could hurt our sales and our ability to respond to changing fashion trends |
| In addition, we have been reducing the number of vendors with which we do business and anticipate continuing this process |
| As we continue to do so, the risks associated with a vendor ceasing to sell to us may increase |
| 9 ______________________________________________________________________ Some of our merchandise purchased from domestic vendors is produced in foreign facilities |
| This subjects us to the risks of international trade |
| Many of our domestic vendors utilize overseas production facilities |
| To the extent that our domestic vendors rely on overseas sources for a significant portion of their materials or products, any event causing a disruption of imports, including financial or political instability or trade restrictions in the form of tariffs or quotas or both, could negatively affect our business |
| These adverse impacts may include an increased cost to us, reductions in the supply of merchandise or delays in our manufacturing lead time |
| We rely on third parties to distribute our merchandise |
| If these third parties do not adequately perform this function, our business would be disrupted |
| The efficient operation of our business depends on the ability of our vendors to ship merchandise through third party carriers, such as United Parcel Service, directly to our individual stores |
| These carriers typically employ personnel represented by labor unions and have experienced labor difficulties in the past |
| Due to our reliance on these parties for our shipments, interruptions in the ability of our vendors to ship our merchandise or the ability of carriers to fulfill the distribution of merchandise to our stores could adversely affect our business, financial condition and results of operations |
| Our ability to attract new customers to our stores depends heavily on the success of the shopping malls in which we are located |
| All but a few of our existing stores are located in shopping malls |
| We cannot control the development of new shopping malls, the availability or cost of appropriate locations within existing or new shopping malls, or the success of individual shopping malls |
| A significant decrease in shopping mall traffic would have a material adverse effect on our results of operations |
| We may be unable to protect our trademarks and other intellectual property rights |
| We believe that our trademarks and service marks are important to our success and our competitive position due to their name recognition with our customers |
| There can be no assurance that the actions we have taken to establish and protect our trademarks and service marks will be adequate to prevent imitation of our products by others or to prevent others from seeking to block sales of our products as a violation of the trademarks, service marks and proprietary rights of others |
| Also, others may assert rights in, or ownership of, our trademarks and other proprietary rights, and we may be unable to successfully resolve those types of conflicts to our satisfaction |