Dominos Marketing Strategies And Technology Commerce Essay

Dominos Marketing Strategies And Technology Commerce Essay According to Dominos corporate website (2010), Dominos pizza was founded in 1960 by Tom and James. It was bought and started as a small pizza store in Michigan. With $500 as initial investment, Tom joined forces with his brother and together they opened a pizza delivery store in Ypsilanti, Michigan. Initially it was known as Dominicks. As Monaghans operations grew, the original owner of Dominicks decided to maintain rights to the name. Under deadline for a Yellow Pages ad, driver Jim Kennedy came up with the name Dominos Pizza. The three dots of Dominos the fact that Tom initially started 3 stores. In February 1968 a fire accident took place in Monaghans original pizza store. Advertising manager Bob Cotman had a narrow escape from the building, climbing down a firemans ladder. Although the pizza shop started operations within two days, Dominos lost stored goods worth $40,000. (information from the UK site (2010). The staff pulled together, with each existing store location responsible for producing one pizza item cheese, dough, chopped toppings which drivers then ferried from one store to the next to keep operations running. After that a very difficult situation arose that he had to cover not only the total fire losses of $150,000, of which only $13,000 were paid by insurance but also had to pay leases of five new franchises and recruit five new store operators as soon as possible. In 1975, the trademark lawsuit was launched by Amstar against the company. Furthermore, they started preparation to launch themselves on an international scale. In 1989, the Dominos Pizza changed ent irely when the Deep Pan pizza was launched for the very first time in twenty five years as the company had the urgent need for reacting to market demand. This step proved vital in providing strength to the financial foundation and made certain the growth of Dominos Pizza because they started operating their five thousandth store. The chain of Dominos Pizza grew quickly as they were operational in all varied places. Despite Dominos Pizza grew up at diverse locations and started doing good business, they were still a very traditional company. (History of Dominos pizza) Tom retired in 1998. He was the one who expanded Dominos chain around the world making it the worlds largest pizza delivering company known for quick service restaurants around the world. In addition, he gave majority of the $1bn earned through the sale of Dominos to charity. Marketing Strategies In 1973, Dominos Pizza introduced the policy that customers must be receiving their pizzas not later than 30 minutes of placing their orders, or if not they would take delivery of the pizzas free. The guarantee was condensed to $3 off in the mid 1980s. In 1985, Advertising Age placed Dominos ad among the fastest-growing money makers in the restaurant industry. The company had to keep pace not only with its own growth but also with that of its competitors, including the industry leader, Pizza Hut, which had more than 4,000 units to Dominos 2,300.In the previous year, Dominos spent 249% more in advertising, media. On the other side, the biggest threat for Monaghans empire entered in delivery business that is Pizza Hut in 1986. (Advertising age, Dominos inc. 1985) In 1992, the company settled a case filed against it by an Indian family whose lady was killed by a Dominos delivery driver. The company paid the family US $2.8 million. In 1993, Dominos settled yet another case in which the company was sued because a Dominos delivery driver ran a red light and collided with a ladys vehicle. The woman was paid almost US $80 million. The guarantee was dropped the same year because of the public perception of reckless driving and responsibility, according to Monaghan.(Founder of Dominos) Dominos Truck Kills 2 En Route to Delivery, (Chaudhury,1998) In December 2007 Dominos introduced a new slogan, You Got 30 Minutes, sticking to the earlier promise but getting short of promising delivery in a half hour. (Dominos corporate website 2010) In addition to this, Dominos changed their menu in 1992 and introduced for the very first time a non pizza item to their menu. Being Domino Pizza already on hand, the making of bread sticks was not so different which was the introduced item. The company kept on advertising for many years that if the delivery of their pizzas took longer than 30 minutes, the pizza would be delivered at no cost. This was also copied by the Ninja Turtles movie and cartoons. The benefits to Domino Pizza were enormous as millions of kids heard the name of Domino Pizza out of their favourite cartoons and they were the prospective customers. In 1993, Domino Pizza discontinued this policy and came up with a new one stating that if a customer was unhappy he could on his will have a new pizza or a refund. By 1994, Dominos Pizza marketing policy winded and they introduced chicken wings also in to the menu. Not only this, the company hit the African market as they opened a new store in Egypt. 1996 was the year when Dominos Pizza website was launched. That year the company declared global sales to be nearly $3 billion. In the 1980s, Dominos Pizza was well known for its advertisement campaign featuring The Noid. (Dominos corporate website 2010) In the same way, the Super Bowl Sunday was the most hectic and very busy pizza delivery day of the year and Dominos Pizza sold over a million pizzas, which was forty-two percent more as compared to normal Sunday trading volume. According to Dominos marketing director Robin Auld (Noelle McElhatton, marketing director management) Dominos franchisees pay a 5% royalty of their net sales into Dominos National Advertising Fund (NAF). Thats centrally managed and used to maximize sales and grow brand awareness. He said door-dropped menus are very effective for prosperity of ordering pizza and we use news paper and royal mail. Dominos also launched new offers that can be ordered by national hotline (087 12121212), in-store and online at www.dominos.co.uk. or SMS ordering system, which was the first time in UK in 1999. The Dominos text service requires only five minute initial online procedure. Firstly customers register and create their favourite menus giving them each an easy to remember name, delivery address and mobile number for order. Secondly, the chosen menu is typed directly from mobile phone. Customer can put their credit card details while registering so that they can use their card when they order and pay with cash upon delivery. In February 2003, the company announced multiyear partnership with the National Association for Stock Car Auto Racing (NASCAR) through which Dominos became the Official Pizza of NASCAR. According to news paper article (Detroit News, March 26, 1997) Dominos delivered $2.8 Billion in world wide sales last year. By 2011 the value of the home delivery food market was estimated to have reached  £1,474 million in the UK and expects to grow 30% to  £1,918 million. At Dominos Pizza, the values are summed up in a chant thats sung in the Sell more pizza, have more fun! DPZ Dominos Pizza Inc (NYSE)   12:00 AM ET, 03/04/2010     Last:  13.70   Change:  -0.36   %Change:  -2.56%   Volume:  2,982,700  Ã‚     Open: 14.06     High: 14.06     Low: 13.36     Previous Close: 14.06     Market Cap: 805.0M     Shares Outstanding: 58.8M     EPS: 1.38     52wk High (3/3/2010): 14.13     P/E Ratio: 9.93     52wk Low (3/9/2009): 5.61     Dividend: 0.00     Dividend Date: N/A     Yield: 0.00     Average Volume: 572,000.00   Figure 1 : Marketshare (Dominios corporate website) Financial information Dominos Pizza UK IRL plc financial results.[1][9][11][12] Year to December1 Revenue ( £Ã‚  million) EBIT ( £m) Net profit ( £m) Earnings per share (p) 2008 136.0 22.5 15.7 10.9 2007 114.9 18.3 13.2 8.4 2006 95.0 13.7 10.0 6.2 2005 81.7 10.4 8.3 5.1 2004 74.2 9.1 6.7 4.1 2003 61.6 6.0 4.6 2.8 Note 1: Accounts to 2005 prepared according to United Kingdom Generally Accepted Accounting Principles. Accounts from 2006 onwards prepared according to International Financial Reporting Standards. Figure: 2 Performance of the Dominos pizza 2007 2006 2005 2004 2003 2002 2001 System sales ( £m) 293.6 240.1 200.7 174.3 142.3 118.9 98.4 Stores at start of year 451 407 357 318 269 237 215 Stores at year-end 501 451 407 357 318 269 237 (Dominos corporate website) Figure: 3 SWOT ANALYSIS STRENGTHS 3,500 global operating franchises in over 50 countries Well-built brand equity maintained by intense marketing campaigns Effective supply chain distribution network  with fast operations WEAKNESSES Slow further growing and decreasing existing-stores sales OPPORTUNITIES Growing presence in emerging markets, particularly in India, China Leverage supply chain distribution system to introduce new products   THREATS Ever-changing consumer food tastes Adverse effects due to foreign currency Tough multi-national competitors Hard competition with local pizza shops and small chaons Conclusion Like any other thing, there is a positive as well as a negative point and the negative point of Dominos is that it can be a burden on ones finances. The large pizzas can have a price of  £14.99. The side orders also can cost on average  £4 each and that in anyways not cheap. Occasionally, there are offers introduced by Dominos.   However, one can say that dominos is great because the food is fresh and always warm when delivered and the taste is fantastic. The group invests a lot of time and money in upholding the positive reputation of their brand and has remained successful quite a lot. Dominos brand marketing activity is financed through a National Advertising Fund (NAF) which is made up of franchisee contributions. Dominos pizza sells hot and freshly backed. There is neither a deep frying nor for any forms of cooking like baking on a gas-fired conveyer oven. Furthermore, Dominos believes to meet strict quality standards to ensure food safety measures that meet or exceed any applicable government guidelines and that is the reason it has come forward as a strong competitor of pizza hut and has outclassed it in many countries. Today there are over 8,000 Dominos Pizza stores in more than 50 countries, employing over 145,000 team member and involving over 2,000 franchisees. Globally Dominos Pizza delivers more than one million pizzas every day. So, it equates 25 to 30 part time or full time jobs in every new store. In the same way, conc ept of home delivery means its reduce noise of store and traffic. Bibliographies History of Dominos available from htpp://www.Dominos uk.com [Accessed June 22, 2010] Financial data available from http://Dominos_Pizza_UK__IRL and http://www.domino-s-pizza-inc#cite_note-19 Dt: 21-Aug-09 [Accessed June22, 2010] http://www.brandrepublic.com/Discipline/DirectMarketing/News/926816/Britains, Interviewed with Dominos marketing director Robin Auld [Accessed June 22, 2010] QSR Magazine, (27January 2006) Dominos pizza delivery in 8000 store.(Accessed June 22, 2010) Dominos Delivered $2.8 Billion in Worldwide Sales Last Year. (Detroit News, March 26, 1997.) Dominos Truck Kills 2 En Route to Delivery, (Chaudhury, 1998 Nations Restaurant News, August 29, 1988.) (Accessed June 22, 2010) Hume, Scott, and Raymond Sera fin, Dominos Burned Up Over Pizza Hut Spot, Advertising Age, January 7, 1991. (Accessed June 22, 2010) Food information from http://www.recipepizza.com/the_history_of_dominos_pizza.htm Dominos Franchises information available http://www.dominos.uk.com/franchising/ Dominos Information available from http://www.domino-s-pizza-inc#cite_note-19 httpp://www.dominos.co.uk.

Simple wedding story :: essays research papers

I had just gotten hired by the New York City Fire Department, I was working the morning shift when a call when out for a fire in a taxpayer with possible people trapped. Since I was on the ladder company our primary job was to find the possible trapped victims. We got on the road and immediately could smell the smoke, then dispatch came over radio and said police are on location reporting a 10-75,which is a working fire, and could see visible people trapped. Captain Merk yelled to the back â€Å"prepare to go in.† We arrived on scene and we could here people yelling about someone trapped on the 2nd floor. My partner and I entered structure thru the back and proceeded up the stairs. We made our way thru the hallway checking every door we came upon. We got to the end of the hallway and could hear someone screaming and coughing from the last door on the left hand side. We made our way into the room and my partner and I started searching for the victim. Over the radio we could hea r the battalion chief calling for the 2nd alarm; the fire was getting worse. We kept searching our area but couldn’t hear the screaming or coughing anymore as we sped up our search we made our way into the bathroom and there she was laying on the floor by the window. My partner and I picked her up and started making our way out of the building. We made it to the bottom of the stairs when the floor started to give way. We fell to the ground and I could feel something pop in my knee. As we regained our composer we stood up with the victim and made our way to the front of the buildings where EMS was waiting. The Emt’s took her, put her on oxygen, put her on the stretcher, and loaded her in the ambulance. I told the Ems supervisor that when I fell I felt something pop in my knee. He told me to get in the ambulance that was about to leave. I got into the back with the girl I had just rescue†¦how ironic. On our way to the hospital the girl had started to regain consciou sness and started to come back around. Of course she was scared and didn’t know what was going on.

PATHSHALA -LIVING THE DREAM Essay

PATHSHALA -LIVING THE DREAM You see things & say: Why? But I dream of things that never were and say: Why not? – Bernard Shaw This idea clicked me when I joined my CA tuitions and MBA coaching classes. I was so frustrated going from one centre to other to study for my CA intermediate exam and MBA coaching classes. I had my cost tuition in north but tax tuition in south, accounts I had in east but financial management in far east and sometimes I had just 20 minutes gap for traveling and lunch. I had two or three tuitions of three hours each, daily. I was just pissed off with my regular routine. So I was wondering whether the problem is with me or everyone is facing the same problem. I with my friends wanted to research about this problem and what the student wants. After research I found that students in the metro today are looking out to build their career and they don’t compromise it anyhow, they want best tuition and institutes to nurture themselves. Also students today are looking forward to get best professors in respective fields to teach them. They have to travel a lot because one tuition they are having in east and other in the north. So lot of time is wasted in traveling and they don’t have much gap in tuition timings so they even have to skip their meals or even if they have time they have to go home and again pack the bags for evening tuition that means wastage of time and money in traveling. Students are not able to take multiple courses due to lack of timing because of wastage of time due to traveling from one tuition to other. Even parents are worried about their health and meals. Many times they have to skip their meals or else have to eat junk food whatever is available to them in short time. They even don’t get place where they can sit together and discuss things with their friends or have group studies. The main idea is to bring all the tutors and MBA coaching institutes at one  place so that it’s a final stop for all students. I have seen students running from one centre to other to enroll themselves to get registered if the seats are full they get frustrated and have to look at some other place again they have to check the availability of seats. It really so much frustration that we think why we joined CA or CS or CFA, etc. students are just fed up with all this and they want to get everything under one roof where they have best of professors and MBA coaching institutes at one place. Also they should be library or reading room and fast food centre so that they don’t have to go here and there and waste time. They all are looking for everything to the comfort at one place and believe me they are ready to throw money for that. It was this need for ‘something more & something different’ that I wanted to serve to the students. The â€Å"PATHSHALA† my project where I will provide ‘the experience, the ambience, and the service’ STUDENTS are looking out for. Objectives The new experience, the ambience, the service the students are looking for keeping in mind basic needs, health and quality. A website www.pathshala.com would also be launched providing all the details of professors, courses, timings, availability of seats and online registration too. Concept: Why? The main reasons for choosing this concept: Providing total solution to students. Cater to the health of the students The students in the metro today are looking out for something more. We are giving them a different/new experience. Mission I want to: Change the meaning of education Impart best education Design the infrastructure with international standards. Save time and cost Give a new lifestyle! We are here to serve intelligence, quality, hygiene, health, freshness& experience. Keys to Success The keys to my success are as follows: Best tutors and MBA coaching classes. Service our students needs promptly and efficiently. Maintain a professional image at all times. PATHSHALA would be located at strategic locations convenient to students. Providing education, library, and fast food centre and gaming zone at one place. A place that will motivate students to zeal in life. A website ‘www.pathshala.com’ giving all details and online registration. Feasibility Institute will be first launched in Kolkata, my home town. A venture of Rs 10 crores. Main challenge is to get the place in the heart of the city. Each and everything to be established at one go. Expected to cover every cost within two years. Once the institute is established we can move to others Metros.

Diabetes Mellitus The Most Common Disorder Of The...

Diabetes Mellitus stems from the Greek word diabetes, which means to siphon, or to pass through. Mellitus is Latin for sweet or honeyed. Diabetes Mellitus is the most common disorder of the Endocrine System. The pancreas is an organ behind the stomach that produces a hormone called insulin. When this happens, our liver compensates by increasing glucose production from amino acids and glycogen causing hyperglycemia. There are different types of diabetes; however, this paper strictly focuses on Type 1 and Type 2 diabetes. Type 1 diabetes is an insulin dependent diabetes mellitus; it is often called Juvenile or onset diabetes because it is often found in children or young adults. (Readers Digest 1996 pg120) Type 1diabetes has a common effect on the destruction of the pancreatic betta cells. Over the years, there has been a connection between inheritance factors and the disease. Environmental factors, diet and lifestyle can also contribute to it as well, although diabetes can develop without a cause. Type 2 diabetes is a non-insulin dependent diabetes mellitus (NIDDM). Being overweight and poor diet can contribute to NIDDM. The pancreas still functions and secretes insulin but the levels are lower or cells stop responding to the insulin. Signs and symptoms of DM vary from person to person. However, there are some common signs and symptoms, such as the 3 P’s of Diabetes. Polyuria means urinating in excess, Polydipsia means excessive thirst and Polyphagia means excessive hunger.Show MoreRelatedSymptoms And Treatment Of Diabetes729 Words   |  3 PagesDiabetes is a condition characterized by the presence of sugar in the urine, due to malfunction of pancreatic cells. Diabetes mellitus is the most common endocrine disease and is characterized by elevated blood glucose (blood sugar) over 100 mg / l. 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Aircraft Solutions Essay - 1862 Words

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The Purpose of Love Essay - 1597 Words

Why does one love? One loves for the sake of happiness. This was the common mindset in the pre-modern worldview from the time of ancient Greece. The ideas present in Plato’s The Symposium have however been replaced with a more contemporary view, particularly in Western societies. Allan Bloom details this transition in his work Love and Friendship. Bloom argues that the idea of â€Å"eros† has lost its true meaning; it has been morphed into a selfish and self-less act of mere sex: â€Å"Eros, in its Freudian version, is really all just selfishness and provides no basis for intimate human connection† (Bloom 24). Sex is no longer a form of a strong, intimate connection, but rather our contemporaries have allowed sex to become â€Å"no different from a†¦show more content†¦Pre-modern societies were far less indivualized. People regarded themselves as small parts of a greater whole. There was a self, or a â€Å"core† as it is in the contemporary view, but it differs greatly. People of the pre-modern societies are said to have had an extended self, in contrast to the modern, autonomous self. Guignon defines the extended self as tying one’s identity into a wider context of the whole world. In the ancient times, this would have been with the gods, and the rest of one’s society, city or village, and family (18). This extended self in the pre-modern societies allowed for pre-modern love relationships. The shift occurred over several centuries, but three main events have been accounted for in Guignon’s work as the cause. The gradual shift of structure in society, from the triad, to the diad, to finally the monad, was caused by a new concept of turning inward to seek one’s self, a progression of development of modern science, and the realization of man-made social settings. The triad was the original notion that man was governed by an absolute. This absolute connected with man through nature. 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Conceptual Framework of Companies-.com

Question: Does the Current Accounting Framework meet the needs of the users of financial reports as prescribed in the objective of the Conceptual Framework of Accounting? How the conceptual framework revision to include Prudence is likely to address the disparity in Corporate Reporting is a requirement in your analysis. Answer: Introduction Jetstar Airways Pty Ltd, also known as Jetstar is identified as the one of the low cost airline operating in the Australia, wholly owned subsidiary of Qantas Jetstar is recognized as low cost brand carrying 8.5% of all the passengers in Australia. The Airways is further seen to operate in the extensive home network and the regional international services from the Melbourne Airport operated by a diverse fleet Airbus of A320 family and the Boeing 787 Dreamliner (Qantas.com. 2017). Virgin Australia Airlines Pty Ltd, formerly known as Virgin Blue Airlines is considered as the second largest after Qantas. The airlines company is seen to be based in Bowen Hills in Brisbane. The Airline Company was established in November 1999 operating in a single route. Virgin Australia Airlines has been expanded to serve in total 29 cities operating in various locations across Melbourne, Brisbane and Sydney (Virginatlantic.com. 2017). The report is intended to evaluate the current accounting framework and to check whether the companys financial report adheres to the requirements of the conceptual framework. The study has further measured how the conceptual framework has been able to include prudence to address the possibility of the disparity in Corporate Reporting. The report has been further able to make the discussions based on the consideration of their AGM report, total assets, tangible and intangible assets. It has been further able to suggest why shareholders should invest in the companies. Conceptual framework of Accounting for both the companies The consolidation of the accounting is arranged based in accordance with the Australian Accounting Standards (AASBs) formulated by AASB and Corporations Act 2001. The consolidated financial statement has been further seen to be prepared in accordance with International Financial Reporting Standards (IFRS). These standards are further issued by the International Accounting Board. The consolidated financial statement of the companies has been able to present the functional currency of the company. It has been also noted that the financial statements of Virgin Australia Airlines Pty Ltd and Jetstar Airways Pty Ltd has been seen to be prepared based on the historical costs, except where assets and liabilities are stated at fair value, except in the areas where the assets and the liabilities has been stated based on the relevant accounting policies (Qantas.com.au. 2017). The conceptual framework for Revenue from Contracts has been evaluated as per AASB 15 Revenue from contracts with the customers. The adoption of the conceptual framework for the AASB 15 has been able to determine the various types the consideration which are seen to be associated to the how much and when revenue is recognised. The application of this particular framework has been able to identify whether to replace existing revenue recognition, including the AASB Interpretation 13 Customer Loyalty Programmes, AASB 118 Revenue and AASB 111 Construction Contracts. The companies have been further seen to determine whether they are able to replace the AASB 117 Leases and apply revised framework based on AASB 16. The identification of the Impairment of Assets of the company has been seen with the application of AASB 136: Impairment of Assets. The financial guarantees of the contract has been further seen to be associated to the various type of conceptual framework based on AASB 137 Provis ions, Contingent Liabilities and Contingent Assets (Virginaustralia.com. 2017). Prudence theory applied in both the companies Based on the general theory of prudence it has been observed that the companies do not overestimate the amount of the revenues. It has been seen that both the companies has been seen to be using the prudence concept in their financial statements. Both the companies in particular has been seen to be conservative enough in terms of the recording the total amount of assets not underestimate liabilities. It has been further observed that both the financial statement needs to state conservatively. Another approach of the prudence in both the companies has been seen to be implemented based on the various types of the theories which has been seen to be associated to the recording of the transaction associated to the revenue and the assets with the probable transactions (M?ciuc?, Hlaciuc and Ursache 2015). It has been further discerned that the different types of the considerations of the prudence has been seen to be based on the different types of the concepts which shows that both the comp anies has been delaying in the recognition of transactions related to the revenues. Some of the important considerations made in the study for this prudence aspect show that whether the company can replace existing revenue recognition, including the AASB Interpretation 13 Customer Loyalty Programmes, AASB 118 Revenue and AASB 111 Construction Contracts. The companies have been further seen to determine whether they are able to replace the AASB 117 Leases and apply revised framework based on AASB 16. The delay in the new standards and interpretations has been further seen with implementation of AASB 9 (2014) to be effective for annual reporting periods beginning on or after 1 January 2018. The companies further intends to recognise AASB 16 Leases (AASB 16) leases to be effective for annual reporting periods beginning on or after 1 January 2019, with early adoption permitted where AASB 15 is also adopted. Hence, the companies are not willing to adopt the standards until they are able to be sure of the a variety of impacts which it will have to bear on recording of the financial statements. Some of the other consideration for the prudence in the financial reports of both the companies have been further seen with the regular review of the assets and the decline in the value. In particular the most important aspect of the prudence in both the companies has been seen with the concept that both the companies have not been seen to writing down the value of fixed assets (Laing and Perrin 2014). Criteria followed for financial data Total Assets Total assets for Qantas Airways has been amounting to $ 17708 m in 2016, while the total assets for Virgin Australia is recognised as $ 6886.9 m in 2016. Virgin Australia Holdings Limited is not seen to be having any contingent assets or contingent liabilities at 30 June 2016. The assets of Qantas Airways Limited has been seen to be considered based on the assets classified as held for sale are measured at lower of cost and fair value less costs to sell. The net benefits of Qantas Airways Limited are seen to be measured fair value of plan assets less the present value of the defined benefit obligation. The preparation of the financial statements for Virgin Australia for the assets held under the financial leases are initially recognised based on fair value and present value (Virginaustralia.com. 2017). Tangible Assets and Intangible Assets The recognition of the intangible and tangible assets for Qantas has been seen to be based on various types of non-current tangible assets has been seen to be based on the revenue generation using the recoverable amount of the assets. The intangible assets are based on for amortisation and impairment losses less cost. The main form of the classification has been seen to be important for indefinite assets which are seen to be stated based on amortisation on a straight-line basis over the useful economic life and assessed for impairment. The amortisations of the intangible assets with finite lives are based on straight-line basis over the useful economic life. These are further seen to be assessed for impairment. The different methods for the amortisation have been based for the determination of residual lives and useful lives on the reporting date. The assets which has been further considered based on indefinite lives are not amortised for the im pairment done annually, where the assets has shown the indication for impairment (Qantas.com.au. 2017).. Depreciation The depreciation is seen to be done based on straight line basis for the property, plant and equipment except for freehold land, as they are considered for the depreciation. The various types o the depreciation rates which are owned assets are further seen to be calculated based on the valuation cost of the assets less the residual values for the assets estimation of useful life for the Qantas Group. It has been further seen that the various types of the assets are further seen to be depreciated from the date of acquisition or with internally constructed assets over the remaining useful life. The assets for the finance lease are further seen to be depreciated for the relevant lease, where Qantas Group is having the ownership of such assets (Yong, Lim and Tan 2016). The ROIC is seen to be derived by adjusting of the EBIT to exclude the non-cancellable aircraft which are seen to be operating with lease rentals and also includes the various types of the notional depreciation of the aircrafts to account for the same as if they were owned by the airline carriers. The USD depreciation for Qantas has been seen to be based on the different movement associated to the USD depreciation, 20%. Similarly in case of Virgin Airlines the Depreciation and amortisation of the assets ceases from the date they are classified as held for sale. The depreciation on PPE is stated at cost less the accumulated depreciation and impairment losses. Similar to Qantas, Virgin Airlines is also seen to recognise the depreciation on straight basis on the estimated useful life by consider the residual value. Rationale for the shareholders investing in the companies Based on the Directors statement in the annual report of Virgin Airlines published in 2016, the income and the revenue have been seen with an increase of $4,749.2 million to $5,021.0 million. It has been further seen that the comparative period reflects a total equity accounting of 60% of Tigerair Australia to 16 October 2014. The companys net operating expenditure has been further seen to increase from $4,802.7 million to $5,278.7 million, which has been identified as an increase of $476.0 million. The aforementioned points are seen to be conducive for investing in Virgin Airlines (Deegan 2016). Similarly based on the CEOs statement in the annual report of Qantas published in 2016, it has been observed that every part of the group has been able to contribute to the record result in 2015/16. This has been seen to be evident based on the increased operating margin in terms of EBIT for Jetstar Group, Qantas Loyalty, Qantas International and Qantas Domestic. It has been further identified that the two thirds of the total earnings of the group comes from the international operations, loyalty businesses and reduced volatility in the portfolio strategy. The investors should further consider the increase in PBT from $ 975 m in 2015 to $ 1532 in 2016. Conclusion The various discussions in the study have been able to show various levels of similarity in conceptual framework, prudence to address the possibility of the disparity in Corporate Reporting, consideration of their AGM report, total assets, tangible and intangible assets. The important consideration of conceptual framework for Revenue from Contracts has been recognised as per AASB 15 Revenue from contracts with the customers. The execution of the conceptual framework for the AASB 15 has been able to determine the various types the consideration which are seen to be associated to the how much and when revenue is recognised. The prudence aspect is seen with the delay in recognising standards for AASB 16 Leases (AASB 16) leases to be effective for annual reporting periods beginning on or after 1 January 2019, with early adoption permitted where AASB 15 is also adopted. Hence, the companies are not willing to adopt the standards until they are able to be sure of the various types of the i mpacts which it will have to bear on recording of the financial statements. The investors should be further investing in the companies due to the increase in the operating margin and revenue of both the companies. References Deegan, C., 2016.Financial accounting. McGraw-Hill Education Australia. Laing, G.K. and Perrin, R.W., 2014. Deconstructing an accounting paradigm shift: AASB 116 non-current asset measurement models.International Journal of Critical Accounting,6(5-6), pp.509-519. M?ciuc?, G., Hlaciuc, E. and Ursache, A., 2015. The Role of Prudence in Financial Reporting: IFRS versus Directive 34.Procedia Economics and Finance,32, pp.738-744. Qantas.com. (2017).Our Company | Qantas. [online] Available at: https://www.qantas.com/travel/airlines/company/global/en [Accessed 11 Aug. 2017]. Qantas.com.au. (2017). [online] Available at: https://www.qantas.com.au/infodetail/about/corporateGovernance/2016AnnualReport.pdf [Accessed 11 Aug. 2017]. Virginatlantic.com. (2017).Our story | Virgin Atlantic. [online] Available at: https://www.virginatlantic.com/gb/en/footer/our-story.html [Accessed 11 Aug. 2017]. Virginaustralia.com. (2017). [online] Available at: https://www.virginaustralia.com/cs/groups/internetcontent/@wc/documents/webcontent/~edisp/2016-asx-financial-report.pdf [Accessed 11 Aug. 2017]. Yong, K.O., Lim, C.Y. and Tan, P., 2016. Theory and practice of the proposed conceptual framework: Evidence from the field.Advances in Accounting,35, pp.62-74.