...the years, these studies have contributed to the construction of the so-called negotiation theory, which has assumed the development of techniques and models designed to solve political problems as the primary target of investigation. Management studies relating to negotiations have mainly focused on negotiation processes between companies, customers, suppliers, and industrial relations. The negotiations involving two companies that design strategic paths of cooperation – or have to implement a designed one – are less investigated, especially those concerning the effect of the intervention of outside (third) parties. I intend to focus on the latter. Through the analysis of the case studies relating to the negotiation between Fiat and Chrysler to establish a strategic alliance in the automobile sector, the article would like to investigate how the entry of interested third parties can influence the dynamics of a negotiation process. In particular, this work shows how this input has allowed the management of a critical deadlock. The adopted analytical approach has been drawn from the deliberations of James K. Sebenius (1983, 1992). 167 The Special Issue on Contemporary Research in Arts and Social Science © Centre for Promoting Ideas, USA In terms of theory...
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...Annual Report At 31 December 2013 108th financial year Annual Report At 31 December 2013 All our reports are available at http://2013interactivereports.fiatspa.com Go to the online version of the Fiat Annual Reports to learn more about the Group's financial performance, sustainable development and other corporate information. | | Download our app www.fiatspa.com/mobileapp 3 General Meeting An Ordinary General Meeting of Shareholders will be held at 11 a.m. on 31 March 2014 (single call) at Centro Congressi Lingotto, Via Nizza 280, Turin to vote on the following: Agenda 1. Motion for Approval of the Statutory Financial Statements and Allocation of 2013 Net Result 2. Compensation and Own Shares: a) Compensation Policy pursuant to Article 123-ter of Legislative Decree 58/98 b) Authorization for the Purchase and Disposal of Own Shares Attendance and Representation Shareholders are entitled to attend the Meeting if they hold the right to vote at the close of business on the record date of 20 March 2014 and the Company has received the relevant confirmation of entitlement from an authorized intermediary. As provided by law, shareholders entitled to attend the Meeting may also be represented by proxy. The Company has appointed Computershare S.p.A. (Via Nizza 262/73, Turin) as the Designated Representative, pursuant to Article 135-undecies of Legislative Decree 58/98, upon whom shareholders may confer proxy and instruct to vote on all or some of the motions on the agenda...
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...the streets around the Quebec Business Centre. FIAT, a major European car manufacturer, was celebrating its return to Canada after 28 years of absence. This comeback became possible thanks to a partnership with one of the Detroit Big Three car manufacturers – Chrysler. From Montreal, columns of FIAT 500 cars paraded to designated Chrysler dealerships where FIAT opened its “FIAT Studios”. A number of important and at times sad developments led to this celebratory moment. Once a powerful player in the North American market, in early 2000s Chrysler Corporation was struggling with declining demand and decreasing market share. In 1998 the company “merged” with German Daimler Benz to form DaimlerChrysler AG. In fact, the German automotive giant took ownership of Chrysler, but after nine years the new owner acknowledged that the “marriage” was not successful and it could not improve Chrysler’s financial performance. In 2007 Daimler sold the Chrysler for $7.4 billion to the investment group Cerberus Capital Management. If the inflow of German technology and management could not improve the situation at Chrysler, a group of investment bankers had even less chances to rescue the company, especially when global 1...
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...Association for Small Business & Entrepreneurship 35th Annual Conference Case Analyses ASBE 35th: Proceedings Page -400- Association for Small Business & Entrepreneurship 35th Annual Conference 1 NUCOR CORPORATION 2008-2009 Thomas M. Box Pittsburg State University Pittsburg, KS 66762 Phone: 620-235-4582 Email: tbox@pittstate.edu Warren D. Miller Beckmill Research, LLC Drawer 1158 Lexington, VA 24450-1158 Phone: 540-463-6200 Email: wmiller@beckmill.com ASBE 35th: Proceedings Page -401- Association for Small Business & Entrepreneurship 35th Annual Conference 3 ABSTRACT Nucor Corporation 2008-2009 is a strategic management case appropriate for first-year MBAs or seniors in an undergraduate capstone course. The focus of this case is the strategy of the most successful steel-maker in the United States as of 2008/2009. It has a difficulty level of five. Secondary issues include Porter’s Five-Forces Framework of industry analysis and the effects of the global economic slowdown in the last quarter of 2008 and the first quarter of 2009 on Nucor’s business. The case is designed to be taught in a single 75-minute class and is expected to require two to three hours of outside preparation by students. In order to facilitate students’ understanding of the economics of accounting figures, we have rearranged the balance sheet so that “earning assets” equal “permanent funding sources.” For real wealth to be created, the average return on earning assets must equal or...
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...Association for Small Business & Entrepreneurship 35th Annual Conference Case Analyses ASBE 35th: Proceedings Page -400- Association for Small Business & Entrepreneurship 35th Annual Conference 1 NUCOR CORPORATION 2008-2009 Thomas M. Box Pittsburg State University Pittsburg, KS 66762 Phone: 620-235-4582 Email: tbox@pittstate.edu Warren D. Miller Beckmill Research, LLC Drawer 1158 Lexington, VA 24450-1158 Phone: 540-463-6200 Email: wmiller@beckmill.com ASBE 35th: Proceedings Page -401- Association for Small Business & Entrepreneurship 35th Annual Conference 3 ABSTRACT Nucor Corporation 2008-2009 is a strategic management case appropriate for first-year MBAs or seniors in an undergraduate capstone course. The focus of this case is the strategy of the most successful steel-maker in the United States as of 2008/2009. It has a difficulty level of five. Secondary issues include Porter’s Five-Forces Framework of industry analysis and the effects of the global economic slowdown in the last quarter of 2008 and the first quarter of 2009 on Nucor’s business. The case is designed to be taught in a single 75-minute class and is expected to require two to three hours of outside preparation by students. In order to facilitate students’ understanding of the economics of accounting figures, we have rearranged the balance sheet so that “earning assets” equal “permanent funding sources.” For real wealth to be created, the average return on earning assets must equal or...
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...engineering and sales centres in 29 countries, …[with] over 125,000 employees.” 2 Magna supplies auto parts to companies such as the Big 3, General Motors, Ford Motor Company, and Chrysler LLC. As well as, Tesla Motors, Volkswagen, BMW, Toyota, and other auto companies internationally. The vision that Magna stands by states: We aim to be our customers’ preferred global supplier partner for the automotive industry, by delivering the best value built on innovative products and processes and World Class Manufacturing. We strive to be the employer choice, an ethical and responsible corporate citizen and a superior long-term investment for our shareholders.[1] Here, this report will discuss some of the management strategies, and their control systems and processes that assist Magna deal with problems, improvements, and future growth of the organization. A “strategy specifies how an organization can create value for its customers while differentiating itself from its competitors”[2] In Magna’s Board Charter document, displays Magna’s Corporate Strategy, it displays the Strategic Planning Process that will be adopted. At the corporate and automotive system group levels, the business plans and strategies will be presented by the Executive Management and automotive systems group management for discussion. Regarding the strategic planning for the Corporation, including identification of future trends, opportunities and...
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...Introduction Ford Motor Company’s success is based upon flexibility, innovation, and the ability to provide affordable vehicles for the masses. Initially the company designed one model car (the Model A), that could be mass produced by an assembly line approach. As a result, the two-cylinder, eight horsepower engine was affordable at the price of $850.00, in 1903. In 2008, the Ford Motor Company established its “One Ford” business model, which was a comprehensive plan to sell numerous models globally. This approach expanded the company’s commercial opportunities from models that were designed with the local market in mind. So, although Ford escaped the bankruptcy and restructuring that befell its American rivals General Motors and Chrysler in 2009, the automaker still found itself needing to change its business model to remain solvent and to respond to changing customer tastes. Therefore, Ford’s business plan included bringing additional models to North America, such as its B-Max crossover, along with developing global engine and transmission technologies. Today, Ford continues to offer a large portfolio of reliable, affordable automobiles at reasonably competitive prices and remains as one of the industry leaders. Background The Ford Motor Company was started in 1903 by Henry Ford in Dearborn, Michigan and made its first sale, a Model A, on July 15, 1903. Some major milestones experienced by the Ford Motor Company happened in 1922 when Edsel Ford urged his father to purchase...
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...China’s Auto Sector Development and Policies: Issues and Implications Rachel Tang Analyst in Asian Affairs June 25, 2012 Congressional Research Service 7-5700 www.crs.gov R40924 CRS Report for Congress Prepared for Members and Committees of Congress China’s Auto Sector Development and Policies: Issues and Implications Summary The automobile industry, a key sector in China’s industrialization and modernization efforts, has been developing rapidly since the 1990s. In recent years, China has become the world’s largest automotive producer, with annual vehicle output of over 18 million units in 2011. China is now also the world’s biggest market for automobile sales. Meanwhile, China’s auto sector development and policies have caused concerns in the United States, from automotive trade, China’s failure to effectively enforce trade agreements and laws, to market barriers and government policies that increasingly favor Chinese manufacturers, which could affect business operations and prospects of international companies doing business in (or with) China. China’s auto industry has developed extensively through foreign direct investment, which has come in the form of alliances and joint ventures between international automobile manufacturers and Chinese partners. These international automobile manufacturers, who generally dominate the higher end of the Chinese market, have focused on making cars for China’s large and fastgrowing market. The domestic Chinese automakers, who...
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...Table of Contents Matthew Toenjes Professor Rowland BE 401‐004 Inside the Meltdown Review Page 1‐3 Excel Graph and Data Page 1‐7 Analysis of Data % Change Graph Page 8‐13 Attached Articles * I, Matthew Toenjes, certify that I have completed this project on my own. Matthew Toenjes 2/17/2015 BE 401-004 Inside the Meltdown Review The 2008 Economic Recession was devastating to many. Corporate greed and overconfidence in the housing market were the main culprits to the economic downturn. As the US economy crashed, Wall Street and investors began to panic. This widespread panic was for good reason as huge multinational firms began to fail. One after another, these firms were about to go bankrupt. As the panic spread, stock prices began to plummet. As the US government tried to turn the economy around, it plunged further and further down. The effects of the recession not only hurt the US economy, but sent “shockwaves” throughout the world. I did not realize how close our economy was to collapsing. Ben Bernanke said, “If we don't do this tomorrow, we won't have an economy on Monday." When I heard this, it sent chills down my spine. How did we get so close to our economy collapsing? Toxic assets are one of the main reasons for our economy failing. These were loans given out to un-creditworthy individuals and unlikely to be repaid. To add to the problem, banks were issuing many of these high risk loans and the market became flooded with...
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... Table of Contents Executive Summary 3 A Snapshot of General Motors Today 4 The Strategic Issue Facing GM: Avoiding Bankruptcy 5 The Economy Today 6 History of the recession 6 Economic Climate 7 Stimulus Package 7 Gross Domestic product 8 Inflation Rate 8 Unemployment Rate 8 The Auto Industry Today 9 GM’s Strategy 11 Threats Affecting GM 12 Threat of Rivalry 12 Threat of suppliers 14 Economic Threats 16 Threat of Substitutes 17 Threat of Buyers 18 Threat of Entry 20 Weakness of Internal Cost Structures 21 Government Intervention and the Restructuring of GM 22 GM’s Outlook/Recommendations 23 Works Cited 25 Executive Summary General Motors (GM) is one of the big three auto makers of the world (GM, Ford, and Chrysler) and has historically been the largest and most successful. They have built some of the most famous and classic vehicles on the road which have portrayed messages of both modesty and display of class for a market of consumers who range from working class to music superstar; as Alfred P. Sloan, CEO of the 1920s put it, GM makes “a car for every purse and purpose.” In recent years however, GM has taken an unexpected turn for the worse due to the changing economic climate that is affecting the world. Many economists argue that the US has been pushed into a recession that had started with the housing crisis of 2008. From this crisis stemmed a major banking crisis that has lead to financial institutions implementing tighter lending guidelines...
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...¤, Inc. 2012 ANNUAL REPORT Dear Shareholders, I look forward to leading dELiA*s in rejuvenating the business and ultimately providing a strong foundation for profitable long term growth. We believe that dELiA*s has enormous potential as a specialty retailer with great brand recognition among teens. One of our biggest assets as a company is our deep understanding of the dELiA*s customer. We know who she is and what she likes. And we have an incredible opportunity to capitalize on dELiA*s’ brand equity and our customer insights to build a stronger, more consistent connection with our customer. As an omni-channel company, we have many opportunities to interact with our customer. We want to present her with a consistent brand message, look and feel in whichever way she chooses to connect with the dELiA*s brand. Aligning our brand image across channels will allow us to engage her in a more powerful way, creating stronger, deeper and longer lasting relationships. As such, we are working to revise our strategic plan to enable us to more consistently present her with the product that she loves in a way that speaks directly to her. While this will not happen overnight, we are dedicated to continually improving the business. We have an incredibly dedicated team that is working hard to improve the business and I am excited to be working with them to create a long term vision that we believe will ultimately allow dELiA*s to reach its full potential. I want to thank all...
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...1) In the early stage, costing system was viewed as a method of accounting that used various techniques to assign costs to particular cost objectives, e.g. the cost to perform an activity, produce a product or render a service. W.B. Lawrence stressed the importance of accountants becoming familiar with cost accounting in his 1930 text because even then, “the modern factory occupies more space and employs many more workers than did the factory of a generation ago”. In 1940, John Blocker recommended in his text additional uses for cost accounting in other industries, such as construction, mining, utilities and nonprofit organizations. He believed that all of these businesses needed to consider that the costing in different departments within a company could be controlled through cost accounting. Even in the 1960’s accountants and system designers developed cost accounting to do more than measure performance. Cost accounting was an integral part of planning and control in businesses. After that, the concept of activity-based costing (ABC) was introduced in the US, initially in the manufacturing sector during 1970s and 1980s. Robert Cooper and Robert Kaplan brought the ABC concept to light and published the body of knowledge in the Harvard Business Review in 1988. Cooper and Kaplan defined ABC method as an approach to solve the problems of traditional cost management systems; that is, the conventional cost accounting systems are often unable to identify correctly the true...
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..._______________________________________________________________ _______________________________________________________________ Report Information from ProQuest January 09 2014 16:51 _______________________________________________________________ 09 January 2014 ProQuest Table of contents 1. How Procurement Excellence CREATES VALUE........................................................................................ 1 Bibliography...................................................................................................................................................... 11 09 January 2014 ii ProQuest Document 1 of 1 How Procurement Excellence CREATES VALUE Author: Blascovich, John D; Markham, William J Publication info: Supply Chain Management Review 9.5 (Jul/Aug 2005): 44-52. ProQuest document link Abstract: A.T. Kearney's 2004 "Assessment of Excellence in Procurement" (AEP) study reveals that senior executives expect supply management to go well beyond its traditional role. Rather than focusing on price reductions, executives are challenging the organization to capture value from the supply market. This view represents a huge advance in their understanding of procurement's potential. Nearly all leaders and most followers recognize that the key to their business strategy is value creation. Yet leading organizations use their foundation of excellence to create more value and gain competitive advantage from supply markets by focusing...
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...Marriage & Divorce between Volkswagen & Suzuki INTRODUCTION In December 2009, Japan’s Suzuki Motor Corp. and Germany’s Volkswagen AG (VW) signed a comprehensive alliance agreement. This agreement was a symbol of the common goal shared by both automobile giants – to create one of the top automobile groups in the world. Under their agreement, Volkswagen acquired a 19.9 percent stake in the Japanese carmaker. Suzuki sold its shares to Volkswagen for a staggering 223 billion Yen. Almost half of this money was spent by Suzuki to buy a 1.49 percent stake in Volkswagen. At that point of time, Toyota was the world’s leading manufacturer of automobiles and Volkswagen had been struggling to get to the top for quite some time. Volkswagen's Chairman Martin Winterkorn said at a press conference in Tokyo – “We want to be the world's No.1 automaker by 2018 and Suzuki's cooperation will accelerate the achievement of our goal". Suzuki’s latent ambition was to become the prime automaker in Japan. It intended to rely on Volkswagen to develop eco-friendly hi-tech vehicles like electric cars and gasoline electric hybrids – an area in which it was lacking technical know-how. Suzuki had also envisaged designing & developing diesel engines in partnership with Volkswagen. They agreed to share technologies and cooperate with each other in a number of critical areas. VW agreed to provide its larger-vehicle technologies to Suzuki and in turn the latter agreed to provide VW access to its small-displacement...
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...Discuss the principles and objectives of Risk Management from the perspectives of both company directors and Auditors, explaining how you consider the appropriate assessment and prioritisation of recognised and documented risks could have possibly have prevents or minimised the impact of any of the recent prominent corporate failures worldwide. Table of Content Pages Executive Summary 04 Veiling Some Concepts regarding Risk 05 Why Should Firms Manage Risk? 06 An Example of Merrill Lynch 07 The Aims/Objectives of Risk Management 09 The Current Economic Downturn 14 Current RBS Failure and Risk Management 15 Recommendations 17 Conclusions 18 References 19 Executive Summary As per a Chinese Proverb, A smart man learns from his own mistakes, A wise man learns from the mistakes of others, And a fool never learns From the last decade risk management is the most researched and exciting area in the financial industry as it elaborates how to minimize and avert the hazard of risk from the portfolios of different assets and from the operations of financial institutions. Regulators and depositors mainly emphasize the risk management and according to them risk management is an essential ingredient to enhance the value of shareholders and increase their level of confidence. Risk...
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