On 18 October 2017, Pioneer Services, a Division of MidCountry Bank (the “Company”) received notice that Jeneise Wood retained your services in regard to the above-referenced account number (the “Account”). The Company has thoroughly documented Ms. Wood’s account and, as of the date of this letter, any communication regarding the account will be directed to you. In your letter, you requested the removal of the derogatory information reported for the Account pursuant to the Fair Credit Reporting Act (“FCRA”) [15 U.S.C § 1681]. The FCRA [15 U.S.C § 1681s-2] (a)(8)(D) states: “A consumer who seeks to dispute the accuracy of the information shall provide a dispute notice directly to such persons at the address specified by the person for such
In the case of Riser v. American Medical Int’l, Inc., Riser, a 69-year-old mother of four children, was suffering from circulation complications in her lower arms and hands. She had a history of several conditions such as diabetes mellitus, end-stage renal failure, and arteriosclerosis. The physician at Hospital A, Dr. Sottiurai, requested bilateral arteriograms to find the etiology of Riser’s circulation problems. However, Hospital A could not fulfill Dr. Sottiurai’s request, so Riser was transferred to Hospital B under the care of Dr. Lang, who was a radiologist. At this instance, Dr. Lang mistakenly performed a femoral arteriogram instead of the bilateral arteriogram that Dr. Sottiurai had originally ordered, and after the procedure when Riser was on her way to be
MEMO RE CLARKSON LUMBER TO: John Doe President, Northrup National Bank FROM: George Dodge Loans Officer, Northrup National Bank Clarkson Lumber Company is owned and operated by the hardworking, 49-year-old Mr. Clarkson. It has low operating expenses, a small staff, and strong management. The overall impression is one of a conservative, efficient operation. Clarkson himself leads a frugal lifestyle with little personal debt. Clarkson Lumber is a company experiencing rapid growth but with a constant cash flow crisis.
Vanguard Case Analysis After reading through the Vanguard case, there were a few difficult forks in the road that Vanguard seems to be facing. The company’s future can be greatly affected by some of these difficult choices. Vanguard has to decide whether to change their investment offerings, further develop Internationally, or to simply advertise to increase their client base. Top managers at Vanguard have to step up to the plate and rollout detailed plans as to what path the company should take regarding some of these issues. Through our in-class discussions, the majority of the students argued on one major problem that Vanguard was facing.
Charles Hughes, president and CEO of Land Rover North America (LRNA), and his executive committee want to expand LRNA’s reach within North America. Based on the growing strength of the U.S. SUV market, research which suggests consumers are seeking vehicles that can help them have “experiences” while being practical, safe, reliable and luxurious, the success of the Discovery in the U.K. and near doubling of the Land Rover brand worldwide, LNRA is seeking to become the “world’s premier 4x4 specialty company” through effective brand, product and retail strategies. LNRA’s success hinges on making the correct positioning, marketing mix and retailing decisions.
The return on equity for the company stood at 18.71% in 2009 as compared to 20.90% for the year 2008 which shows a declining trend. The investors are always keen to see high returns on their investments, but here the return on their equity is declining. It is a negative number for the company and if the trend continues the investors will lose the confidence in the company and will cease to invest in the company.
Client also agrees to forward all mail received regarding their credit file to The Dynamic Credit Repair Services, LLC as soon as they receive items from any of the three credit bureaus, Equifax, Experian, and Trans Union, or any response from any of the client's creditors in response to any
Relationship Review: The relationship was last reviewed in October of 2017; during this review, we noted the closure of a saving account and loan accounts. For the rest of the accounts, the transactional activity has remained consistent with the past reviews.
There were outstanding balances and the additional current month’s charges. Folole's husband contacted the energy company during her hospital visit to privacy laws. Mercury Energy would only speak with Folole since she was the account owner.
On September 23, you received an email indicating that Jan Stevenson of your library has applied for a personal loan of $5,000 and appointed you as her employment contact. You were asked to write a reference letter and to include whether or not you’ll be able to cosign or guarantee the note in any way. This may be a time sensitive, medium priority because your employee receiving this loan is pending your approval. This task can be completed within 1-2 days during the week; however it requires deep thought. Essentially you are writing a character-reference letter and you would want to make sure Jan Stevenson is a person you are comfortable with putting your reputation on the line for. You have the ability to cosign for the loan or simply verify
Deregulation for 16 years (1978) has resulted in an icnrease of domestic carriers from 36 in 1978 to 100 in 1985.
CERCLA hones the ability to provide permits to private parties that are thus seeking any sort of contribution during or following a civil action; this falls under the section 107(a). Because of this, there arises a question within the court case Cooper Industries, Inc. v. Aviall Services Inc., 531 U.S 157. Does the §107(a) give the “potentially responsible parties” (PRPs) with a cause of action to reclaim costs from other PRPs? In Justice Thomas’ opinion of the court, they uphold that this section grants this right. Due to the Cooper Industries case, where they decided that a private party had the right to seek out contribution from other parties alike, Justice Thomas was able to back the court’s opinion.
Sharp’s business philosophy is to use its innovative technology “to contribute to the culture, benefits and welfare of people throughout the world” (Noda 25). Sharp is constantly trying to position itself as a leader in innovation as further supported by its business creed, which states to “constantly be aware of the need to innovate and improve” (Noda 25). However, this focus on innovation and creativity has not always been consistent with how the company has been operated. The history of the company is replete with periods of both innovation and imitation.
By the early 1940s unions were eventually beginning to be acknowledged in Sudbury, which lead to the arrival of the United Steelworkers of America at Inco. This organization fought passionately for the mining workers, and were liable for resolving the health and safety disputes. Accordingly in 1941, unions had to provoke workers from striking due to the growing demand of nickel that arisen from the Second World War. This dissatisfaction ensued from a wage freeze by the national government, in addition to working extensive hours. Moreover, injury rates during the 1960s peaked with an annual rate of 13 casualties out of every 100 workers. Thus, Inco took acceptance and imposed better regulations to bring this rate down to only 4 casualties out
account. My decision was to report the incident so that the correct information would be
To the Board of Directors of RadioShack, 2015 and 2016 shook the confidence of RadioShack first with the bankruptcy and later the resignation of the CEO, Ron Garriques, who served less than a year in the position. Although one may consider these to be significant setbacks, I view these as opportunities, blessings and stepping stones for future of the firm. These events mark an opportunity for the Company to wipe its plate clean and make itself relevant again. It must use its rich history as a one-stop shop for offering a wide-variety of higher quality electronics to fuel the rebound story and transform the Company from being a buyer’s second thought to regaining the buyer’s focus.