...drive. Yes, these may be considered aspects of being effective but there is more to it than meets the eye. Having all the tangible assets in the world does not necessarily define an individual’s effectiveness or success. Rather, it is the process of setting and achieving goals that is the true measure of effective. Once goals are set, the destination where effective will be found is then determined. When an individual arrives at their destination, it is here they will find happiness, satisfaction and stability in their life. In order to arrive at the destination it is vital to set attainable goals, seize opportunities, to focus on positivity and to put forth all your effort in the pursuit. Effective business people such as Steve Jobs, CEO of Apple, have similar ideals in finding effective in life. He is one of the most effective entrepreneurs of our time and it did not happen by mistake. I believe that effective in all aspects of life, whether it is personal, academic or in business, is defined by achieving goals and in doing so, stability and happiness will be attained. The most important aspect of attaining any goal is to set one. Without setting a goal there is no starting point. The journey cannot end if it does not begin. Setting goals that are realistic and attainable is the very first step. If an unrealistic, unspecific goal is set, the reality is that these goals will be difficult to obtain. For instance, an individual sets the goal of solving world hunger. The reality...
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...car you drive. Yes, these may be considered aspects of being successful but there is more to it than meets the eye. Having all the tangible assets in the world does not necessarily define an individual’s success. Rather, it is the process of setting and achieving goals that is the true measure of success. Once goals are set, the destination where success will be found is then determined. When an individual arrives at their destination, it is here they will find happiness, satisfaction and stability in their life. In order to arrive at the destination it is vital to set attainable goals, seize opportunities, to focus on positivity and to put forth all your effort in the pursuit. Successful businesspeople such as Steve Jobs, CEO of Apple, have similar ideals in finding success in life. He is one of the most successful entrepreneurs of our time and it did not happen by mistake. I believe that success in all aspects of life, whether it is personal, academic or in business, is defined by achieving goals and in doing so, stability and happiness will be attained. The most important aspect of attaining any goal is to set one. Without setting a goal there is no starting point. The journey cannot end if it does not begin. Setting goals that are realistic and attainable is the very first step. If an unrealistic, unspecific goal is set, the reality is that these goals will be difficult to obtain. For instance, an individual sets the goal of solving world hunger. The reality...
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...is for informational purposes only and is not intended for trading purposes. The stock information is provided by eSignal, stock charts are provided by NASDAQ OMX, both third party services, and Apple Inc. does not maintain or provide information directly to this service. Stock information is delayed approximately 20 minutes. Bottom of Form FULL DESCRIPTION Apple Inc. (Apple), incorporated on January 3, 1977, along with its subsidiaries is engaged in designs, manufactures and markets mobile communication and media devices, personal computers, and portable digital music players, and sells a range of related software, services, peripherals, networking solutions, and third-party digital content and applications. The Company’s products and services include iPhone, iPad, Mac, iPod, Apple TV, a portfolio of consumer and professional software applications, the iOS and Mac OS X operating systems, iCloud, and a range of accessory, service and support offerings. It also sells and delivers digital content and applications through the iTunes Store, App Store, iBookstore, and Mac App Store. During the year ended November 24, 2011, the Company, as part of a consortium, acquired Nortel Networks Corporation’s patent portfolio. In February 2012, the Company acquired app-search engine Chomp. Apple sells its products worldwide through its retail stores, online stores, and direct sales force, as well as through third-party cellular network carriers, wholesalers, retailers, and resellers. In...
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...| 2010 | | | [APPLE INCORPORATED] | Apple is discussed based on the the history of the company, its products, the company’s profitability and criticisms and challenges the company has encountered . | Technology is the usage and knowledge of tools, techniques, and crafts, or is systems or methods of organization. The word technology comes from the Greek technología. The term can either be applied generally or to specific areas: examples include “construction technology”, “medical technology”, or “state-of-the-art technology”. In this research paper, Apple Inc will be discussed, based on the history of the company, its products, the company’s profitability and criticisms and challenges the company faces. What is Apple Incorporated? Apple Inc. is an American multinational corporation that designs and manufactures consumer electronics, computer software, and personal computers. Established on April 1, 1976 in Cupertino, California, and incorporated January 3, 1977, the company was called Apple Computer, Inc. for its first 30 years, but on January 9, 2007 the company removed the word “Computer” in order to reflect the company’s ongoing expansion into the consumer electronics market in addition to its traditional focus on personal computers. Apple’s best known hardware products include Macintosh...
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...wiL1084x_fm_i-xxiv_1.indd Page i 1/10/11 7:53:00 PM user-f499 /Users/user-f499/Desktop/Temp Work/Don't Delete Job/MHBR231:Wild:203 Managerial Accounting John J. Wild University of Wisconsin at Madison Ken W. Shaw University of Missouri at Columbia 3 rd edition wiL1084x_fm_i-xxiv_1.indd Page ii 1/10/11 9:14:31 PM user-f499 /Users/user-f499/Desktop/Temp Work/Don't Delete Job/MHBR231:Wild:203 To my students and family, especially Kimberly, Jonathan, Stephanie, and Trevor. To my wife Linda and children, Erin, Emily, and Jacob. MANAGERIAL ACCOUNTING Published by McGraw-Hill/Irwin, a business unit of The McGraw-Hill Companies, Inc., 1221 Avenue of the Americas, New York, NY, 10020. Copyright 2012, 2010, 2007 by The McGraw-Hill Companies, Inc. All rights reserved. No part of this publication may be reproduced or distributed in any form or by any means, or stored in a database or retrieval system, without the prior written consent of The McGraw-Hill Companies, Inc., including, but not limited to, in any network or other electronic storage or transmission, or broadcast for distance learning. Some ancillaries, including electronic and print components, may not be available to customers outside the United States. This book is printed on acid-free paper. 1 2 3 4 5 6 7 8 9 0 DOW/DOW 1 0 9 8 7 6 5 4 3 2 1 ISBN 978-0-07-811084-9 MHID 0-07-811084-X Vice president and editor-in-chief: Brent Gordon Editorial director: Stewart Mattson Publisher: Tim...
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...The Walt Disney Co. FINA 4200.002 Nick Camp Nick Meyer Muddasir Sultan Theme: The Walt Disney Co. is an enigma in these rough economic times for the sole purpose that they show minimal signs of slowing down. Mickey Mouse has his hands dipped into everything and from an investor’s standpoint that’s a good thing because that equals diversification, and in turn, diversification lowers risk. The Disney Company operates in several areas of the media and entertainment industry. They have recently acquired Pixar, which consistently provides box office record sales with their animated films. Along media entertainment lines, Disney also operates dominant media channels ABC and ESPN. These are two channels that carry with them a strong loyal following. Sports have always been America’s past time and it’s unlikely to see them ever declining or the viewership that goes along with it. People have always poured capital into sports and will continue to for many centuries to come. Aside from Disney’s ventures, investors focus and confidence should be in the trademark of Disney. Characters such as Mickey Mouse and Buzz Light-year are icons that will never be lost in the pages of time. Kids and adults alike will always want to participate in the next big thing the company has to offer and these kinds of expectations will always lead to Disney having a stable stock price and even unstable in the positive manner because the growth potential is limitless for...
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...the future clearly reflected in the company’s short term priorities? Is its point of view about the future competitively unique? Ask yourself: How influential is my company in setting the new rules of competition within its industry? Is it regularly redefining new ways of doing business building new capabilities, and setting new standards of customer satisfaction? Is it more a rule maker than a rule taker within its industry? Is it more intent on challenging the industry status quo than protecting it? Ask yourself: Is senior management fully alert to the dangers posed by new, unconventional rivals? Are potential threats to the current business model widely understood? Do senior executives possess a keen sense of urgency about the need to reinvent the current business model? Is the task of regenerating core strategies receiving as much top management attention as the task...
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...Management Articles of the Year January 2013 With a foreword by Sir Paul Judge In association with Contents Page Foreword Introduction About the articles Article 1 Improving the Quality of Working Life: positive steps for senior management teams Article 2 Failure, Survival or Success in a Turbulent Environment: the dynamic capabilities lifecycle Article 3 A New Role Emerges in Downsizing: special envoys Article 4 Only a Click Away? – What makes virtual meetings, emails and outsourcing successful Article 5 Closing the Needs-to-Offer Gap: customer relationship management in retail SMEs Acknowledgements 3 4 6 7 13 20 25 31 38 Copyright Chartered Management Institute © First published 2013 Chartered Management Institute 2 Savoy Court, Strand, London WC2R 0EZ All rights reserved. Except for the quotation of short passages for the purposes of criticism and review, no part of this publication may be reproduced, stored in a retrieval system, or transmitted, in any form or by any means, electronic, mechanical, photocopying, recording or otherwise, without prior permission of the publisher. British Library Cataloguing in Publication Data A CIP catalogue record for this report is available from the British Library ISBN 0-85946-458-x Foreword The way that people in positions of authority exercise leadership and management has a decisive influence on the performance of their own organisations and therefore of the wider economy. It has been estimated that...
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...FROM THE AUTHOR OF THE BESTSELLING BIOGRAPHIES OF BENJAMIN FRANKLIN AND ALBERT EINSTEIN, THIS IS THE EXCLUSIVE BIOGRAPHY OF STEVE JOBS. Based on more than forty interviews with Jobs conducted over two years—as well as interviews with more than a hundred family members, friends, adversaries, competitors, and colleagues—Walter Isaacson has written a riveting story of the roller-coaster life and searingly intense personality of a creative entrepreneur whose passion for perfection and ferocious drive revolutionized six industries: personal computers, animated movies, music, phones, tablet computing, and digital publishing. At a time when America is seeking ways to sustain its innovative edge, Jobs stands as the ultimate icon of inventiveness and applied imagination. He knew that the best way to create value in the twenty-first century was to connect creativity with technology. He built a company where leaps of the imagination were combined with remarkable feats of engineering. Although Jobs cooperated with this book, he asked for no control over what was written nor even the right to read it before it was published. He put nothing offlimits. He encouraged the people he knew to speak honestly. And Jobs speaks candidly, sometimes brutally so, about the people he worked with and competed against. His friends, foes, and colleagues provide an unvarnished view of the passions, perfectionism, obsessions, artistry, devilry, and compulsion for control that shaped his approach to business and...
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...the Lawrence Berkeley National Lab research, proves that the energy bill for a single family home is estimated at $2,200 annually in which heating and cooling accounts for half of the bill. In an effort to cut energy consumption costs, programmable thermostats were developed in the 1970’s. Since their development, thermostats have proven to be complicated to use and program (Close-Up Media, 2011). Nest Laboratories, a company based in Palo Alto, California founded by Tony Faddell and Matt Rogers, with the backing of several investors such as, Generation Investment Management, Google Ventures, Intertrust, Kleiner Perkins Caufield & Byers, Lightspeed Venture Partners, and Shasta Ventures, set out to apply advancements in technology to reinvent the thermostat. The team at Nest addressed the programming problem through a combination of sensors, algorithms, machine learning, and cloud computing (Close-up Media, 2011). They came up with a thermostat capable of learning a household’s daily schedule, and personal heating and cooling preferences; naming it the Nest Learning Thermostat. After just one week of consistent use, the Nest Learning Thermostat “knows” when to save energy, and when the house is empty. The thermostat uses six sensors to detect when the family is home, and when the home should be heated or cooled (Close-up Media, 2011). This “high tech” gadget operates with the same interface as the original iPod,...
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...Hawking contra Philosophy Christopher Norris presents a case for the defence. Stephen Hawking recently fluttered the academic dovecotes by writing in his new book The Grand Design – and repeating to an eager company of interviewers and journalists – that philosophy as practised nowadays is a waste of time and philosophers a waste of space. More precisely, he wrote that philosophy is ‘dead’ since it hasn’t kept up with the latest developments in science, especially theoretical physics. In earlier times – Hawking conceded – philosophers not only tried to keep up but sometimes made significant scientific contributions of their own. However they were now, in so far as they had any influence at all, just an obstacle to progress through their endless going-on about the same old issues of truth, knowledge, the problem of induction, and so forth. Had philosophers just paid a bit more attention to the scientific literature they would have gathered that these were no longer live issues for anyone remotely au fait with the latest thinking. Then their options would be either to shut up shop and cease the charade called ‘philosophy of science’ or else to carry on and invite further ridicule for their head-in-the-sand attitude. Predictably enough the journalists went off to find themselves media-friendly philosophers – not hard to do nowadays – who would argue the contrary case in a suitably vigorous way. On the whole the responses, or those that I came across, seemed overly anxious to strike...
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...Strategic Management Patricia Murtagh The University of Sunderland © 2014 The University of Sunderland First published January 2014, revised February 2014 All rights reserved. No part of this publication may be reproduced, stored in a retrieval system, or transmitted, in any form or by any means, electronic, mechanical, photocopying, recording or otherwise without permission of the copyright owner. While every effort has been made to ensure that references to websites are correct at time of going to press, the world wide web is a constantly changing environment and the University of Sunderland cannot accept any responsibility for any changes to addresses. The University of Sunderland acknowledges product, service and company names referred to in this publication, many of which are trade names, service marks, trademarks or registered trademarks. All materials internally quality assessed by the University of Sunderland and reviewed by academics external to the University. Instructional design and publishing project management by Wordhouse Ltd, Reading, UK Copyright © 2014 University of Sunderland ii Contents vi Introduction Unit 1 1 2 5 7 Concepts, models and theories 20 Introduction 2.1 A comparison of concepts, models and theories relating to competitive advantage 2.2 An evaluation of concepts, models and theories relating to strategic choice Case Study: Ciba Vision 2.3 Concepts, models and theories relating to strategic evaluation Case Study: The University of Exeter...
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...ELEVENTH EDITION Management LEADING & COLLABORATING IN A COMPETITIVE WORLD Thomas S. Bateman McIntire School of Commerce University of Virginia Scott A. Snell Darden Graduate School of Business University of Virginia MANAGEMENT: LEADING & COLLABORATING IN A COMPETITIVE WORLD, ELEVENTH EDITION Published by McGraw-Hill Education, 2 Penn Plaza, New York, NY 10121. Copyright © 2015 by McGraw-Hill Education. All rights reserved. Printed in the United States of America. Previous editions © 2013, 2011, and 2009. No part of this publication may be reproduced or distributed in any form or by any means, or stored in a database or retrieval system, without the prior written consent of McGraw-Hill Education, including, but not limited to, in any network or other electronic storage or transmission, or broadcast for distance learning. Some ancillaries, including electronic and print components, may not be available to customers outside the United States. This book is printed on acid-free paper. 1 2 3 4 5 6 7 8 9 0 DOW/DOW 1 0 9 8 7 6 5 4 ISBN 978-0-07-786254-1 MHID 0-07-786254-6 Senior Vice President, Products & Markets: Kurt L. Strand Vice President, Content Production & Technology Services: Kimberly Meriwether David Managing Director: Paul Ducham Executive Brand Manager: Michael Ablassmeir Executive Director of Development: Ann Torbert Senior Development Editor: Laura Griffin Digital Product Analyst: Kerry Shanahan Marketing Manager: Elizabeth Trepkowski ...
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...Economist readings 1. It pays to give Allowing consumers to set their own prices can be good for business; even better if the firms give some of it to charity http://www.economist.com/whichmba/it-pays-to-give?fsrc=nlw|mgt|01-12-2011|management_thinking [pic]IN OCTOBER 2007 Radiohead, a British rock group, released its first album in four years, “In Rainbows”, as a direct digital download. The move drew a fair bit of attention (including from this newspaper) not only because it represented a technological thumb in the eye to the traditional music industry, but also because the band allowed listeners to pay whatever they wished for it. Some 60% of those who seized the opportunity paid nothing at all, but the band seemed pleased with the result; one estimate had it earning nearly $3m from the experiment. One group outside the music industry taking an interest was a trio of professors then at the Rady School of Management at the University of California, San Diego: Ayelet Gneezy, Uri Gneezy and Leif Nelson (who is now at the Haas School of Business at the University of California, Berkeley). Inspired, they designed a series of experiments to gauge whether pay-what-you-want pricing would work for other businesses. Their most recent experiment, co-authored with Amber Brown of Disney Research and published in Science, also stirred in a new element: would it make any difference if firms donated some of the pay-what-you-want fee to charity? The authors set up their pricing experiment...
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...thomas a . meyer How Great companies Get Started in terrible times Innovate! Innovate! How Great Companies Get Started in Terrible Times THOMAS A. MEYER John Wiley & Sons, Inc. Copyright © 2010 by Thomas A. Meyer. All rights reserved. Published by John Wiley & Sons, Inc., Hoboken, New Jersey. Published simultaneously in Canada. No part of this publication may be reproduced, stored in a retrieval system, or transmitted in any form or by any means, electronic, mechanical, photocopying, recording, scanning, or otherwise, except as permitted under Section 107 or 108 of the 1976 United States Copyright Act, without either the prior written permission of the Publisher, or authorization through payment of the appropriate per-copy fee to the Copyright Clearance Center, Inc., 222 Rosewood Drive, Danvers, MA 01923, (978) 750-8400, fax (978) 646-8600, or on the web at www.copyright.com. Requests to the Publisher for permission should be addressed to the Permissions Department, John Wiley & Sons, Inc., 111 River Street, Hoboken, NJ 07030, (201) 748-6011, fax (201) 748-6008, or online at http://www.wiley.com/go/permissions. Limit of Liability/Disclaimer of Warranty: While the publisher and author have used their best efforts in preparing this book, they make no representations or warranties with respect to the accuracy or completeness of the contents of this book and specifically disclaim any implied warranties of merchantability or fitness for a particular purpose...
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